work to incorporate Cisco’s change leadership methodology into DMAIC - to be presented at the Annual Six Sigma Conference

1. The DMAIC + NGCL project June 2011

3. Inadequate Sponsorship = Leadership 72%

4. Unrealistic expectations 65%

5. Case for change not compelling 46%

6. No change management program 43%Change Management …is necessary but not sufficient 2007 | CEO Survey Business Transformation: Barriers to Success EquaTerra “Management’s mandate is to minimize risk and to keep the current system operating. Change, by definition, requires creating a new system, which in turn always demands leadership”. John Kotter Change Leadership will minimize the resistance to change and will help us move to the desired future state as efficiently as possible

8. Effort- benefit analysis

10. Before-after

11. Hypothesis testing

12. Deployment Plan

13. PilotA more robust definition on how-to implement changes will improve project success and effectiveness.

14. DMAIC Change Leadership NGCL Project Charter > Business Case Convey a sense of urgency Define a destination (end point) Gain Champion’s commitment Align the team Eliminate change barriers Target quick wins Question status quo Make change stick Objective of Control phase

16. Seek approval of changes by the project Champion

17. Define and execute a communication planDefine a destination (end point) Gain Champion’s commitment Align the team I Pilot the solution empowers the team and shows real data on a smaller scale of change. Also helps identify/prioritize barriers to change and unanticipated risks. Promote a cyclic approach to change: each step needs to be planned to create traction, celebrate wins and foster more change until the project goal has been reached. Eliminate change barriers Target quick wins Question status quo

19. List the team members as contacts for further clarification. Or appoint a spokesperson.

20. We need to be candid and sensitive when communicating about head count and the implications that change might have.Future skill set requirements …training available If the changes require the development of new skills or knowledge, we should anticipate the need for training to help people be comfortable in the new environment. Remember to use different channels and tailor the messages for each group of stakeholders

21. Phased approach to the change effort tools & templates What needs to change 1 Change rate vs. Change duration 3 Change 2 Change 3 Candidate for a Pilot run Stakeholder’s resistance on change 2 “I Don’t Get It” - Intellectual D dpmo Change 1 “I Don’t Like It” - Emotional “I Don’t Like You” – Personal time Change inception to stabilization “Beyond the Wall of Resistance” Rick Maurer

23. Coherent communication: body language, listening, speakingmind heart behavior soul Change management - or change leadership? Roger Gill | Journal of Change Management | May 2003 If you want to make a change …take a look at yourself and make that change -MJ

24. DMAIC + NGCL … an exercise of Leadership