What is Organization Change Management?

2. Change Leadership Development

3. Performance Lever Gap Analysis

4. Stakeholder Involvement Strategies

5. Culture and Values Alignment

6. Transition Planning and Management

7. Team Development

8. Organisational Learning

9. Clear and Compelling Business Casefor the Change

10. Engaged, Skilled Change Leaders and Sponsors

11. Accelerated Change Readiness

12. Flexible and Adaptive Workforce

14. Why efforts fail PERCEPTION MANAGEMENT OF CHANGE TECHNOLOGY INFRASTRUCTURE

15. Why efforts fail PERCEPTION REALITY MANAGEMENT OF CHANGE INFRASTRUCTURE TECHNOLOGY

16. Commitment versus Compliance Pay now... or pay later? Commitment building costs are significantly less than the cost of: managing post-implementation resistance compromised implementation efforts project failure

17. Commitment versus Compliance Commitment is a powerful phenomenon in transition management Commitment generates productive behaviour without the need for monitoring Compliance may result in similar behaviour, but rarely generates initiative. Compliance strategies rely on external enforcement

18. Detailed Workplan Proposed Approach to Organisational Change Management Phase 1

20. Greater ownership and awareness of MIS Upgrade Project

21. Structured approach to identify potential implementation risks

22. Consistent application of E&Y world-wide OCM tools

23. Objective methods to determine potential implementation risks

24. Involvement of stakeholder groups throughout Bank

25. Comparison of perceived risks across management levels and locations

26. Comparison of perceived risks over timeValue of Approach

27. Change Readiness Assessment Implementation Factors for Success... Powerful Business Case AlignedPerformance& Culture Integrated Planning & Teams VisionClarity Change Leadership & Accountability Increased Change Capability Change Specific Communication Stakeholder Commitment

29. Consistent application of Consultant’s world-wide OCM tools

32. Involvement of those most affected by the changes

34. Opportunities for testing management potential

35. Build on Change Readiness Assessment results

36. Develop a link to customer facing staff in the branches

40. Benefit of E&Y experience across similar IT enabled change projects

41. Assistance with the identification of HR issues using Consultant’s Organisational Alignment methodology

42. Looking into the future ALIGNED CULTURE STAFFING & DEPLOYMENT MEASUREMENT & REWARD COMMUNICATION ORGANISATIONAL STRUCTURE LEADERSHIP EFFECTIVENESS EDUCATION & DEVELOPMENT

43. Looking into the future The value of Organisational Alignment Drives organisational behaviour needed for process, technology and culture changes Creates the environment where desired behaviours are communicated, modelled, measured and rewarded Reinforces and sustains desired behaviours over time through alignment of human and organisational systems