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Building change capability and capacity

This is the story of building change capability and capacity across an organization in order to build an agile organization. The brought about great business benefits to the company.

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Building change capability and capacity

  1. 1. Building a Change Management Office and the Agile Organization BY CAROLYN REID CSR CONSULTING LLC 3/27/18
  2. 2. The C Level has had a briefing on Change Management • People did not adopt the new technology as the did not understand why and how they were to use it. • CEO decides they need Organizational Change Management Phase 1 of a major project fails In addition, the company begins to build a PMO which contains the new CMO (Change Management Office) The Background 2
  3. 3.  Because of the organization’s history, people doubt the projects will succeed  Mode for dealing with saturation – shut down all or some of the projects – Complete project temporary shut down twice in one year Change: The Situation 3
  4. 4. • Organizational Culture not best match to building Agile organization • History of change failures • Sponsorship (On sponsor: “why do we need this, we pay them?”) while top sponsor went up and down the change curve Hindrances: • CEO said this is needed • C-level has very high level understanding • Enthusiastic, dedicated CMO team • The surprise: the Consulting division adopted CM to use on customer engagements In support of: The Good and the Bad 4
  5. 5. And then a Merger is Announced! 5
  6. 6. Change 6
  7. 7. Organizational Change Management (OCM) is a structured approach to successfully transition individuals, teams, and organizations from a current state to a desired future state. OCM activities focus on putting organization, consistency, and predictability around activities in three critical areas of a system or process implementation that often get neglected or overlooked entirely. Change Management Definition 7
  8. 8. Change Saturation 0 1 2 3 4 5 6 7 8 9 10 $0.0 $5.0 $10.0 $15.0 $20.0 $25.0 Peopleriskscore Investment (in millions) Investment vs Risk vs Health Risky and Costly 8
  9. 9. People Risk Analysis High Change Risk across all major projects 9
  10. 10. Strong understanding across the organization that they have Change Saturation Change portfolio management is not in existence No prioritization of projects, however the top three are aligned with the top strategic goals Most Project Teams have the same team members – at the manager level Change Portfolio Management 10
  11. 11. Largest change affects all employees •Roles, responsibilities, compensation, jobs •Not an option for stopping or pushing this one out Next largest affects sales compensation •One of their most important strategies for the year Third largest: •Across many groups, Major system and process change •Phase 1 was a failure The Change Portfolio 11
  12. 12. What did we build? • Best Practice Methodology • OCM Center of Excellence Built Strong Change Management Office within the PMO Trained Change Management Resources • Both Change Capability and Capacity across the organization Built Culture to become more Agile 12
  13. 13. Sponsor: CFO and VP PMO Project: Developing CM standardization and methods and Change Management Resources Structure: Within the PMO, built a CMO and Community of Practice Building Change Capability: Training for Sponsors and Managers to understand their role and training for employees on basics of CM Building Change Capacity: Messaging and Surveyed to understand adoption of Change Management across the organization determine reception to change Strategy: Change Leadership, Change Capability and Capacity 13
  14. 14. Results  Sponsor authorized working session with his senior staff to build out change leadership and sponsorship for major change initiatives and building Agility in the organization  Company’s Consulting division adopted OCM to use on customer engagements  Organization understood their change saturation and worked to make needed adjustments to the project portfolio  Benefits Realization across the portfolio of projects 14
  15. 15. 15 Thanks! Contact Info:  Carolyn Reid  CSR Consulting LLC  csreid1@cox.net  602-882-5292  Network with me: https://www.linkedin.com/in/carolynreid/ 15

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