JBN Special Speed Networking Session on 14th April 2016 at Sapphire Meeting Room.

1. VISAGIO | HUMAN CHANGE MANAGEMENT
2016

2. Visagio | 2
VISAGIO – COMPANY PROFILE

3. Visagio | 3
BEING OUR CLIENTS' MAIN PARTNER IN
THEIR MANAGEMENT CHALLENGES
MISSION

4. Visagio | 4
Visagio’s consulting offers range from Diagnosis to Operations,
delivering solutions that works (not slides)
DIAGNOSIS DESIGN IMPLEMENTATION OPERATION
IMPLEMENTING
DELIVERING
STRATEGIES
RESULTS

5. Visagio | 5
Visagio delivers value to its clients based on the concept of our
proprietary framework of Management Engineering
MANAGEMENT
& OPERATION
TECHNOLOGY
PROJECT &
IMPLEMENTATION METHODOLOGICAL
BACKGROUND
SUPPLY CHAIN & OPERATIONS
ADMIN &
FINANCE
PEOPLE &
MANAGEMENT
Management Engineering

6. Visagio | 6
Our competitive differentiation comes from the virtuous circle of
consulting projects leading to practical operations, and vice-versa
• Innovation and Solutions
• Benchmarks Network
• People Machine
• Practical Experience
• Implementation Focus
• Hands on
300+ consultants, 25+ countries
MANAGEMENT
& OPERATION
PROJECT &
IMPLEMENTATION

7. Visagio | 7
Our delivery approach is based on technical robustness,
implementation and complete handover to clients
Modelling Pilot Tests
Tool and Customized
Automations
Development Assisted
Operations
New Process and
Tool Training
Quick Implementation Technical Robustness Tailor Made Handover to Client
ü Sensitivity Analysis
ü Executive Report
benefits
Improve forecasting
accuracy
Guarantee functional
adherence
Transfer knowledge
and expertise
Materialise benefits
quickly
VISAGIO WAY

8. Visagio | 8
SUPPLY CHAIN & OPERATIONS
ADMIN &
FINANCE
PEOPLE &
MANAGEMENT
Management Engineering
Visagio’s portfolio comprises of … supported by customised
technology solutions
PEOPLE & MANAGEMENT ADMIN & FINANCE
SUPPLY CHAIN & OPERATIONS
• Strategic Planning and SMO
• Organizational Restructuring /
Zero-Based Organization
• Management Model / Management
by Processes and KPIs
• PMO and Change Management
• HR Transformation
• Business Planning and Investments
Analysis
• Expenses Optimisation / Zero Based
Budged
• Shared Services Centre /
Administrative and Back Office
Processes Optimisation
• Logistics Master Plan
• Facilities Planning / Locating
• Sales Planning / Demand Forecasting
• Inventory Optimization
• Transport Optimization / Bidding
• Warehousing Optimisation
• Production Optimization
• Strategic Sourcing / Purchasing Optimization

9. Visagio | 9
Visagio’s portfolio comprises of … supported by customised
technology solutions

10. Visagio | 10
Visagio has developed 1000+ projects in 150+ clients in different
sectors, 60 of them among Australia’s and Brazil’s 500 top companies

11. Visagio | 11
Visagio has a proven global track record from our offices in Australia,
Brazil and Europe – we go where the clients’ challenges are
ü Identification and
selection of local logistics
providers
ü Operations mapping and
improvement
ü CAPEX infrastructure
business case
evaluation
ü Implementation of
project management
best practice
Guinea
DR Congo
Mozambique
ü Process improvement
ü Tackling the people sourcing
challenge
ü Inventory optimization
Brazil
ü Development of operational
competencies and
capabilities
Indonesia
ü KPI Development and
embedding
ü Alignment of project
management
processes
ü Integrated Operations
readiness
ü Advanced Analytics
development
Australia
ü Export logistics
options evaluation
and selection
Angola
ü Training for supply chain
managers
Canada
ü Supply chain
optimization
ü S&OP implementation
Europe
ü Establishment and management of PMO
ü Network Optimisation
ü Forecast-Based Replenishment
Burkina Faso
ü Inventory optimization
Russia
ü Operational Assessment
ü Inventory Optimization

12. Visagio | 12
Our capabilities are leveraged by strong partnerships with leading
universities and technology companies
Universities & Industry Bodies Technology Capabilities

13. Visagio | 13
Visagio’s strategy is focused is the attraction, development,
engagement and retention of top talents
GREAT PLACE TO WORK INSTITUTE
Best places to work in Latin America
EVP
Leadership
Training
ExcellenceInnovation
Career
Employment Value Proposition

14. Visagio | 14
HUMAN CHANGE MANAGEMENT

15. HCMBOK®
Human Change Management Body of Knowledge
The People Side of Projects
Jakarta Business Networkers | Jakarta, 14th April 2016
HUCMI ASIA-PACIFIC TRAINING CENTRE

16. HUCMI | 16
AGENDA
12.00 pm – 12.05 pm Visagio’s Company Profile
12.10 pm – 12.20 pm ‘Nothing is permanent but change’
12.20 pm – 12.25 pm Introducing the Human Change Management – HCMBOK®
12.25 pm – 12.50 pm Q&A

17. 17
CHARLES DARWIN

18. HUCMI | 18
DESPITE RESISTANCE, CHANGES DO HAPPEN…
In the contemporary setting there will only be
space for the most adaptable organisations

19. HUCMI | 19
… AND PROJECTS DO FAIL…
Source: Projects exceeding budget by… www.podio.com 2014

20. HUCMI | 20
… AND FAIL…
77% of the engineeringand constructionexecutives reported underperforming
projects (KPMG 2014)
77%
23%
“Although the mining industry has
invested heavily in improving its
risk management over the past
decade, this has not prevented the
continued occurrence of large-scale
project failures. As an indication of
the scale of the problem across all
sectors, 77 percent of the
engineering and construction
executives responding to KPMG’s
2013 Global Construction Survey
report underperforming projects”
(KPMG 2014)
Source: Mining risk and assurance (KPMG 2014)

21. HUCMI | 21
… AND FAIL!
§ 84% of IT projects in UK fail hit budget, schedule and
scope/functionality targets (Computer Weekly2013)
§ Half of IT projects with budgets of over $15 million
dollars run 45% over budget, are 7% behind
schedule, and deliver 56% less functionality than
planned (McKinsey 2012)
§ 65% – 85% of IT projects in Australia fail to meet objectives, run
significantly late or cost far more than planned. A further 30% of IT
projects are cancelled (Standards Australia Technical Committee 2014)

22. WHY PROJECTS FAIL?

23. HUCMI | 23
TOP REASONS FOR PROJECT FAILURES
Resistance and cultural issues were not
handled properly
59.8%
48.8%
37.8%
Lack of sponsorship of top management
Lack of knowledge and skills
Source: PMSURVEY.ORG 2013 Edition, PMI

24. HUCMI | 24
WHEN THE CHALLENGE IS HUMAN, NOT TECHNICAL
Individualism
Demotivation
and fear
‘Ghosts of the
past’
Internal
disputes for
resources
Relationship
with suppliers
Source: HUCMI

25. HUCMI | 25
IS COMMUNICATION AN ISSUE?
Source: PMSURVEY.ORG 2013 Edition, PMI
Indeed,
66.3% of organisations
say
communications
problems
are the
most common problem
in a project!

26. HUCMI | 26
MOST VALUABLE COMPETENCIES TO MANAGE PROJECTS
Source: PMSURVEY.ORG 2013 Edition, PMI
63.20%
51.80%
40.60%
33.60%
29.00%
28.10%
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
Communication
Leadership
Negotiation
PM Knowledge
Teamwork
Ability to integrate

27. HUCMI | 27
WHY IS CHANGING SO HARD? (ANTHROPOLOGY)
hunter gathering
agriculture
and cattle raising
Villages
with walls
and barriers

28. HUCMI | 28
Imminence of
death
Death Mourning
People realize that
something is about to
change
Some people can
experience
anticipatory
mourning
Changes are
implemented!
Some people
experience a state of
organisational death
Organisational
mourning
The survival instinct
leads some people
to resistance
Thanatos
WHY IS CHANGING SO HARD? (THANATOLOGY)

29. HUCMI | 29
RESPONSIVENESS TO CHANGE
10%
Accept changes immediately
20%
Accept with little change management effort
40%
Accept with a lot of change management effort
30%
Only accept the changes after they are successful
Source: Managing at the Speed of Change (Daryl R. Conner)

30. HUCMI | 30
CHANGE IS A JOURNEY
Valley of Despair
Performance before
change
Performance after
change
Time
Initiation
Change
Sustainabi
lity
Closin
g
Source: Managing at the Speed of Change (Daryl R. Conner)

31. 12.00 pm – 12.05 pm Visagio’s Company Profile
12.10 pm – 12.20 pm ‘Nothing is permanent but change’
12.20 pm – 12.25 pm Introducing the Human Change Management – HCMBOK®
12.25 pm – 12.50 pm Q&A
HUCMI | 31
AGENDA

32. HUCMI | 32
HUMAN CHANGE MANAGEMENT OBJECTIVE
Plan, apply, measure and monitor human factors in projects,
increasing the chances of achieving or exceeding
expected results

33. Kurt Lewin
founder of
Social
Psychology
3 stages of
change
Kotter writes Leading
Change, introducing an
8-step change model for
helping managers deal
with transformational
change
John Kotter,
Harvard Business
School professor,
launches
A Force for Change
People Centred
Implementation (PCI®)
is Changefirst's own
change implementation
methodology
ACMP announces the first
member-elected Board of
Directors establishing a
dynamic leadership team
representative of the global
scope of ACMP's membership
1950 1990 1996 2012
CHANGE MANAGEMENT GENERATIONS
"Big 5s" lead to operational Change Management - Communication and Training
CMEvolution
Generation 1.0 Generation 2.0
HUCMI | 33

34. CHANGE MANAGEMENT GENERATIONS
Kurt Lewin
founder of Social
Psychology
3 stages of
change
Kotter writes Leading
Change, introducing an
8-step change model for
helping managers deal
with transformational
change
John Kotter, Harvard
Business School
professor, launches
A Force for Change
People Centred
Implementation (PCI®)
is Changefirst's own
change implementation
methodology
ACMP announces the first
member-elected Board of
Directors establishing a
dynamic leadership team
representative of the global
scope of ACMP's membership
1950 1990 1996 2012
"Big 5s" lead to operational Change Management - Communication and Training
CM Evolution
q Focus on Change
Management Expert
q Academic inspiration
q Hermetic language &
Psychological
q What!
q Change Management for
Project Managers
q Practice and objective
approach oriented by activities
q Strategic change management
from the portfolio
q What and How!
2012
Generation 3.0
10th Knowledge Area:
Stakeholder
Management
HUCMI | 34

35. HCMBOK® HUMAN CHANGE MANAGEMENT BODY OF KNOWLEDGE
HUCMI | 35

36. HUCMI | 36
HCMBOK® HUMAN CHANGE MANAGEMENT BODY OF KNOWLEDGE
It is based on a mix of
different disciplines,
including Project
Management, Anthropology,
Psychology, Thanatology,
People Management and
Leadership.

37. HUCMI | 37
HCMBOK® HUMAN CHANGE MANAGEMENT BODY OF KNOWLEDGE
The HCMBOK® is a set of practices,
methodology and tools to address
Human Factors
in Project Management
38 Macro Activies 142 Activities

38. HUCMI | 38
HUMAN CHANGE MANAGEMENT… WHEN?
§ Since the planning!
§ Human Change Management must be part of the project
strategy!
Always!

39. HCMBOK® - A Guide to Address Human Factors
in Project Management
HUCMI | 39
HCMBOK® MACRO-VIEW
Initiation
and
Planning
Acquisition Execution Implementation Closing Production
Plan and Manage Communication
Build Team Spirit and Use Dynamic Reinforcement
Stimulate Participative Decision Process
Manage Conflicts, Motivation, Stress and Behaviors
Stimulate Creativity and Innovation

40. 12.00 pm – 12.05 pm Visagio’s Company Profile
12.10 pm – 12.20 pm ‘Nothing is permanent but change’
12.20 pm – 12.25 pm Introducing the Human Change Management – HCMBOK®
12.25 pm – 12.50 pm Q&A
HUCMI | 40
AGENDA

41. HUCMI | 41
Managing change is to humanize it.
FINAL QUOTE
“It is about thinking the project from
the point of view of the people involved
in it, to prevent natural resistances
and to improve people’s engagement
and project results” - Vicente
http://www.hucmi.com

42. Visagio | 42
TERIMA KASIH!
THANKS FOR HAVING ME Wilson Casado
Managing Partner
Level 6 Ashton Chambers
189 St Georges Terrace
Perth WA 6000 Australia
Mob. +61 428 912 256
Tel. +61 1300 725 595
wilson.casado@visagio.com

43. Visagio | 43
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authorization of the Visagio Australia Pty Ltd.
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