Are You Really Ready for Change?

Are You Really Ready for Change?
A Strategic Approach to Assessing Change Impact, Readiness and Risk
NCCI Annual Conference
July 18, 2015
Today’s Presenters
Dr. Sonia Alvarez-Robinson
Executive Director
Georgia Tech Strategic Consulting
Paula Billups
Consultant
Georgia Tech Strategic Consulting
Kara Watkins Tillman
Senior Consultant
Georgia Tech Strategic Consulting
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By the Numbers
14,682 + 8,427 6
in
UNDERGRADUATE
GRADUATE
students
students
COLLEGES
906 6,727 400
tenure-track
EMPLOYEES
FACULTY
$730 M
in research awards in FY 2014
ACRES
main campus
Atlanta, GA
Source: factbook.gatech.edu
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Strategic Consulting
Enterprise
Change
Leadership
Enterprise
Project &
Portfolio Mgmt
Strategic Planning
Mission
Organizational
Assessment &
Effectiveness
Vision
To drive and enable organizational
improvement across Georgia Tech.
Business
Process
Improvement
Georgia Tech Strategic Consulting (GTSC) will consistently
demonstrate value and be proactively engaged by academic,
research, and administrative partners for strategic services that
contribute to the Georgia Tech mission.
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Change Management at Georgia Tech
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Change Management at Georgia Tech
Design Objectives
•
•
•
•
Comprehensive
Rigor and consistency
Scalability and flexibility
Simplicity and clarity
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Change Management Delivery Model
Strategize
Engage
Prepare for change
Plan
Execute
Manage the change
Review/
Learn
Enhance
Monitor & Reinforce the Change
Embed change
management into project
structure
Identify and prepare
change management
team
Develop change
management plan
Implement change
management plans
Identify and analyze
stakeholders
Refine stakeholder
analysis and CIRRA
Refine stakeholder
analysis and CIRRA
Refine stakeholder
analysis and CIRRA
Assess change
readiness
Plan to remediate gaps
Develop Stakeholder
Engagement Plan
Develop communications
plan*
Prepare and
disseminate information
Evaluate effectiveness
of communications
Continue engagement of
stakeholders
Continuously engage in
two-way interaction with
stakeholders
Continuously engage in
two-way interaction with
stakeholders
Communicate success
and core information
Evaluate benefits
realization – provide
initial analysis and
recommendations to
sponsor
Define core messaging
(value, impact, process)
Create change
management strategy
Prepare leaders to
sponsor& drive change
Develop leader action
plans
Develop change agent
network and prepare
stakeholders to
sponsor change
Define success
measures for managing
change
Develop risk remediation
plan*
Conduct retrospective
(survey, discussions)
Share lessons learned
Define new processes,
structures, roles (as
needed)
Refine new processes,
structures, roles (as
needed)
Refine new processes,
structures, roles (as
needed)
Develop workforce
transition plan (as
needed)*
Implement workforce
transition plan (as
needed)
Identify high-level training
needs
Execute training plan
Develop training plan*
Support refinement and
solidification of business
processes and org
changes (as needed)
Transfer knowledge &
change management
responsibilities to
content owners
*Element of change management plan
Conduct change impact,
risk and readiness
assessments (CIRRA)
Session Objectives
• Review the components of the Change Impact,
Readiness & Risk Assessment (CIRRA)
• Discuss ways to tailor the tool to meet clients’
needs, gather inputs and develop an assessment
report
• Examine ways in which assessment results drive
key activities in the change life cycle
• Collaborate on a case study and share insights on
assessing organizational readiness for change.
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Change Impact, Readiness & Risk Assessment
The CIRRA guides
you through the
process of examining
and reporting on the
dynamics of the
change
Understand the
nature and
scope of
the
change
Measure
organizational
readiness
Understand the
potential effects
of the
change
Provide input to
leaders
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3
2
1
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Assessing Change Impact
• Capture people and organizational impacts arising
from the change being introduced
o Who is impacted?
o How are these individuals/groups
impacted (wins and losses)?
o What is the magnitude of the
impact on each stakeholder
group?
o How are they likely to react to the
change?
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Assessing Change Readiness
• Assess readiness for change along the following
dimensions:
1. Vision and Leader Alignment
2. Stakeholder Engagement and Communication
3. Organizational and Cultural Alignment
4. Learning and Development
5. Sustainability and Governance
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Assessing Risk
• Identify potential risks and mitigation strategies
– What are the risks?
– What is the impact of risk occurring?
– What is the probability that this may happen?
– What can we do to limit and/or prevent this risk
from occurring?
– Can the risk be transferred?
– Who is the owner?
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Process Overview
CIRRA: A critical input into the change management
strategy and plan
Define assessment
approach
Conduct impact,
readiness and risk
assessments
Analyze and report
results and findings
from assessments
Benefits If Used
Risks if Ignored
•
•
•
•
•
•
Rank the type and magnitude of change impacts for
each stakeholder group
Provide clear insights into potential challenges and
reduce risk
Higher ROI for change management activities
Agree on next steps
and key change
interventions
No clear understanding of people and change impacts
No basis for strategy and plan
Significantly higher risk of project failure
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Inputs and Outputs
CIRRA Tool
CIRRA Report
• Internal resource
• Working document
• Captures all aspects of
change for analysis and as
input for reports and plans
•
•
•
Client deliverable
Summarizes findings
Presents next steps and
recommended change
management interventions
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CIRRA Tool Components
Details on each component of toolkit will be provided during NCCI session
CIRRA Tool Components
• Excel Workbook
–
–
–
–
–
Project Information
Change Characteristics
Impact
Readiness
Risk
• Scalable
Tailor use to fit needs of project
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CIRRA Sample Report Components
• PowerPoint Slides
– Executive Summary
– Key Observations
– Emerging Themes and Initial
Recommendations
– Next Steps
– Appendix
• Impact Assessment
• Readiness Assessment
• Risk Assessment
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CIRRA Report Components
Details associated with developing report will be provided during NCCI session
Demonstrating Value
• Provide timely input and insights to leaders
for more informed decision-making
– Define stakeholder needs and potential concerns
– Identify early risk factors that could inhibit
adoption
• Identify and address potential
readiness gaps
– Culture
– Capacity
– Commitment
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Q&A
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Contact Us
Sonia Alvarez-Robinson, PhD
Executive Director
Juana Cunningham
Senior Consultant
Nedra Ball
Administrative Manager
Sandy Simpson
Director, Initiative Advancement
Andrew Billing
Consultant
Paula Billups
Consultant
Kara Tillman
Senior Consultant
Mike Vallecoccia
Program and Portfolio Manger
Dona Cordero
Senior Consultant
A. French Building
237 Uncle Heinie Way, Suite 101-102
Atlanta, GA 30332-0206
consulting.gatech.edu
404-385-3306
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DRIVING AND ENABLING ORGANIZATIONAL IMPROVEMENT ACROSS GEORGIA TECH.
GEORGIA INSTITUTE OF TECHNOLOGY | ATLANTA, GEORGIA 30332-0206
PHONE: (404) 385-3306 | FAX: (404) 894-0409 | WWW.CONSULTING.GATECH.EDU