– Change Management Overview Purpose

Overview – Change Management
Overview
Purpose
The Change Management component addresses the impact of
change on people. It includes change analysis and change activities.
The change analysis determines the type of change, the stakeholder
impact, current perceptions, and current pressures on staff.
The purpose of Change Management is to outline the overall change
management approach to keep key stakeholders informed of, involved
in, and committed to change initiatives.
The results of the change analysis feed directly into the change
activities. Effective change activities involve a multi-component
approach: leadership, communications, and ownership. The
emphasis of certain change activities may vary depending on the
results of the change analysis. During the course of the change
lifecycle, the components will also vary in emphasis.
Change Management ensures that change activities are well planned
and measured such that staff are provided the right amount of
leadership, guidance, tools, and ownership at the right time. The
success of any project relies on people and their acceptance to
change.
Roles & Responsibilities
Inputs
Timeframe & Dependencies
Change Management and Communication
is part of everyone’s job. It is important to
assign responsibilities to different people
within the organization as part of change
management planning.
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Change Management is an ongoing activity
throughout the life of the project. The
change management plan is created at the
very beginning of the transition.
Transition plan
Timeline and key activities
Commitment Curve
Commitment Curve Key Questions
Communications Guidelines
Templates
Care Resources
• CARE Tajikistan – Louis Alexander and
Sylvia Francis
• CARE Honduras – Suyapa Ayestas and
Patricia Ahern
• Change Analysis Type of Change
• Change Analysis Current Pressures
• Change Analysis Stakeholder Impact
Sample
• Stakeholder Analysis Template
• Communication Plan Template
• Communication Calendar Sample
The change management plan is highly
dependent on other initiatives / events that
are occurring in the CO.
Start as early as possible to deliver targeted
communication messages.
Samples
• CARE Toolkit Communication Plan
Template Tajikistan.doc
• CARE Toolkit Change Management Plan
Honduras.ppt
© 2006 Accenture. All rights reserved.
1
Guide – Change Management
High-Level Process Flow:
1 Getting started
Step
1 Getting started
2 Analyze change
impact
3 Plan change
activities
4 Plan
communications
Description
The purpose of the Change Management Plan is to
outline the overall change and communication
approach to keep key stakeholders and staff
informed of, involved in, and committed to change
initiatives.
5 Manage the
change and
communications
plans
How do I do it?
Develop a plan for the change journey and bring staff
along the change curve from awareness to
commitment.
A Change Management Plan ensures that change
activities are well planned and measured such that
staff are provided the right amount of leadership,
guidance, tools, and ownership at the right time.
© 2006 Accenture. All rights reserved.
2
Guide – Change Management
Step
2 Analyze change impact
Description
The purpose of the change analysis is to fully
understand the impact of the change on people and
their attitude in regards to change. Different analysis
tools are used to provide a holistic picture.
Depending on the scale of the change, various tools
can be used to conduct this analysis. However,
communication is a critical component of any
change effort.
A Stakeholder (Audience) Analysis is designed to
identify and assess all significant individuals or
groups who will be affected by the change. This is
the main input to developing the communications
plan.
How do I do it?
A prerequisite to change activities is a thorough
change analysis. Once the change and impact is
fully understood, then change activities can be
appropriately planned and defined.
Analyze the change using the change analysis
templates and samples below.
Change Analysis Type of Change
Change Analysis Stakeholder Impact Sample
Stakeholder Analysis Template
Run a workshop to fill in the stakeholder analysis
template. The Stakeholder Analysis Template
consists of 6 categories. There are descriptions of
each category (in the template) to help you fill them
in with the appropriate content.
Define your stakeholders communication goals
based on the where they are in the Commitment
Curve. Refer to Commitment Curve overview.
For each of these steps, different actions will need to
take place at different timeframes.
Tip: Have the Commitment Curve as a print-out in
the meeting for reference.
© 2006 Accenture. All rights reserved.
3
Guide – Change Management
Step
3 Plan change activities
Description
The purpose of the Change Management Plan is to
outline the overall change and communication
approach to keep key stakeholders informed of,
involved in, and committed to change initiatives.
Given the CO’s organizational context, there are
three main components to be considered in the
change management strategy for transition.
The executive leadership is overall responsible for
the program and will take an active role in the
implementation of the changes.
Ensuring a clear and transparent process through
effective communication, including understanding of
different audiences, development of a
communications plan and adopting a range of
communication tools (refer to step 4).
Engagement, space for discussion and continuous
improvement through the establishment of a
Network of change agents (with representatives from
each CO) to provide critical leadership, disseminate
key information and respond to feedback.
How do I do it?
Based on the type of change and the current
situation, a multi-component approach to change is
recommended: Leadership, Communication, and
Networking. During the course of the change
lifecycle, the components vary in emphasis.
Based on the results of the change analysis, run
several workshops to determine and document the
key activities that are necessary in each of the areas:
Leadership
Review and agree the role of Leadership as part of
the change (refer to Change Management Plan for
Honduras for Leadership Key Success Factors).
Communication (refer to step 4) but ensure to
integrate into overall change management planning
Network
Select a group of change agents for the Network.
Confirm that they are willing to take on the
responsibility and plan key activities.
Tip Typically, the Change Network will comprise
people within the CO’s who have an enthusiastic
commitment to the benefits of the change together
with an ability to influence others, either from their
position within the organizational hierarchy, or
through their perceived stature.
After change activities have been identified and
documented, plan and agree the owner and the
timing for the activity.
Tip: Set up a Change Management Committee or
workgroup for ongoing management.
© 2006 Accenture. All rights reserved.
4
Guide – Change Management
Step
4 Plan communications activities
Description
The purpose of communication is to build sufficient
support and commitment for the transition activities
and to gain acceptance from the CO staff and
external stakeholders to agree and commit to its
activities.
A Communication Plan is intended to outline in
detail how the communication strategy will be
implemented.
The Communication Calendar is intended to
visually represent the communication deliverables
listed in the Communication Plan. The same can be
achieved by entering the communications activities
directly into the transition plan.
How do I do it?
The foundation for efficient communication relies on
completing the following three tasks (in order).
•Stakeholder / Audience Analysis
•Communication Plan
•Communication Calendar
Based on the results of the stakeholder analysis as
input (from step 2 in the toolkit) develop the
communications plan.
- Conduct a workshop using the stakeholder analysis
as a basis.
Objective: Discuss the purpose and develop
messages for each of the target groups as well as
confirm the timing of those messages.
- Document the Communications Plan
- Obtain approval from assigned approver
- Distribute to participants and owners of
communication events.
Tip: The general approach is to plan communication
counting back a number of months / weeks prior to
the change or impact.
Communication Plan Template
Once the communications plan is complete, enter the
key activities into a Communications Calendar.
Communication Calendar Sample
Tip: The Communication Calendar can also be used
to list all the regular events (including status reports,
staff meetings etc.) that takes place on a day to day
basis as part of business as usual.
© 2006 Accenture. All rights reserved.
5
Guide – Change Management
Step
5 Manage the change and
communications plans
Description
Use the documented Change Management Plan to
ensure that change activities are well planned and
measured such that staff are provided the right
amount of leadership, guidance, and ownership at
the right time.
How do I do it?
Conduct regular meetings to review and update the
change management and communication plans
based on any changes in transition activities or input
from feedback channels.
Tip: Conduct regular surveys or informal feedback
sessions to ensure that your communication plan is
working.
Tip: Build feedback reminders into your change
management or transition plan.
© 2006 Accenture. All rights reserved.
6
Guide – Change Management
Hints & Tips
• Communication events do not happen by
themselves. They need to be planned in a
structured way and need to be managed on
a constant basis as any other activity.
• Define precisely who your audience is.
This is not only “one” category. Differentiate
your people by their current and future roles
as well as the level of impact.
• Clearly state your intention for each
stakeholder group: what do you want to
achieve? To change the way they operate
today? To only be informed about the
change?
• Define your success criteria early on: how
will you know that people have bought in
and are happy with the planned activities?
• Use multiple communication tools to
deliver the same message: some people
prefer visuals, others prefer to read or to
listen. Try to combine multiple methods
when you communicate.
• Ensure proper feedback channels!
© 2006 Accenture. All rights reserved.
Challenge
Action
• People do not “believe” in what they are
hearing
• Effective communications depends
significantly on the communicators or the
deliverers of messages. It is important that
the communicators have credibility with their
audience for the message they are delivering.
• People do not feel that they have been
involved in the change
• Ensure many opportunities for feedback –
both formal and information (ex. suggestion
box, face-to-face meetings, network)
• Lack of motivation of team to perform in new
roles (likely to happen in new structure)
• Leadership plays a key role in motivating
the team. Consistently manage staff and key
stakeholder along the change curve to ensure
full understanding of overall organization
benefits. Align any training activities and
potential salary increases. Refer to ‘Staff
Development’ and ‘Organization Structure’
components.
• Information not always filtering down or out to
all people in the organization
• Use many different methods for
communicating and use the network to share
information (ex. even simple ideas such as
printing and posting emailed information)
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Organizational Change
Commitment Curve
The change management approach is based on understanding the various phases in the
commitment curve and the related activities during the course of the change lifecycle.
Sponsors
Change Agents
All Staff
Support for change
Commitment
Acceptance
Understanding
Awareness
Time
Stakeholders know that
change is imminent. They
do not know yet what will
be the benefits coming
from the change.
© 2006 Accenture. All rights reserved.
Stakeholders can explain
the impact of the change
on them and on their
organization
Stakeholders have a
positive attitude toward
the change and what will
personally affect them.
They are prepared and
willing “to give it a try”
Stakeholders will champion the
changes associated with the
change to their peers and will
do everything in their power to
make it work and deliver the
expected benefits in their
organization
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Pilot Commitment Curve
Commitment Curve
Key Questions
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Degree of Support for Change
Stakeholder Perspective
• What do changes look like?
• What is my role?
• How committed is the
leadership?
• How will this affect me?
• How will this affect the business?
• What is the transition scope,
full impact, and rationale for
the change?
How will this change affect my job?
What will I be trained on?
How ready are we?
How ready is the business?
What happens after implementation?
Is this change really here for keeps?
How do we continue improving?
How can this change help us grow the
business?
Commitment
Acceptance
Understanding
• Define transition vision and
business benefits
• Develop shared vision for
change
• Accept and respond to
input from stakeholders
Awareness
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• Begin to generate buy-in
• Highlight the need for and
benefits of change
• Develop action plan to remove
barriers that impede pace of
change
• Provide sufficient training and
support
• Align reward systems to new
environment
• Empower stakeholder
groups to fully own business
processes
• Implement training focused
on long-term use and
continuous improvement
Action Steps
• Define scope of change
• Identify sponsors and key
stakeholders
• Plan project work steps and
milestones
Time
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Change Analysis
Current Pressures Sample
The people in the CO are currently working under the influence of a series of pressures. Staff perception of change is key to
the success of change initiatives. Addressing these as part of the transition activities will assist in achieving a smooth
transition to a regional structure after the removal of Title II funding.
**Input comes from change management survey (almost 30 managers) in Honduras and from interviews with over 10 management level staff
Sources of Current Pressure
Description of Impact
Regionalization
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Undefined timeline and milestones for the overall process
Timeline and activities that do exist are not communicated well
Unclear transitional leadership
Unclear understanding of regional roles (interaction and handoffs)
Perception that communicated benefits of regionalization are not being realized (ie. cost savings, attracting
donors, etc)
Perception that regional structure removes financial support from the COs
Perception that regional structure delays operative process in the CO
Causes staff to question how and where they fit in the organization’s future
Increases day to day workload on staff
Instills fear about future job security, some people leaving organization
Dependent on the rest of the region for activities; Long decision making process
Removal of Title II funding
• Generates anxiety about the future and image of CARE. Historically, Title II funding had been as high as
75% of the CO budget.
• Unclear how costs will be covered after the funding is removed
Large concurrent initiatives
(Regionalization, Title II, new
strategy, etc)
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Budget Constraints
• Reduced satisfaction with employee benefits because of long wait for a minimal salary increase and the
removal of employee bonus
• Decreases staff morale and resilience
• Reduces career development opportunities because of lack of funding for training
• Generates anxiety about the CO’s financial situation
© 2006 Accenture. All rights reserved.
Many leads for many efforts; confusion around who has the answers
Perception of unreachable leadership
Decision makers and decision making process is not clear
Priorities are not clear
Requires proactive dependency management to ensure ongoing integration
Dilutes the perceived importance of change initiatives
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Change Analysis
Type of Change
Transformational change
• BREADTH: Large in scale, impacting most if not all functions
• DEPTH: Require people to radically change how they work - new
objectives, skills, behaviors, responsibilities, workload etc.
• IMPACT: Impacts strategies, processes and tools
• CRITICALITY: Driven by an external need to change (e.g. customer
demand), impacts core functions and drives the realization of strategies
Transactional change
• BREADTH: Small in scale, impacting only a few functions
• DEPTH: Require minor changes to how people do their jobs, but do
not change the skills, responsibilities, or workload
• IMPACT: Minor impacts to processes and tools, and no impact to
corporate strategy
• CRITICALITY: Driven by an internal need to change, impacts noncore functions and does not tie directly to a corporate strategy
© 2006 Accenture. All rights reserved.
Moderate
Level of complexity/
Impact to the organization
Operational change
• BREADTH: Moderate in scale, impacting several functions
• DEPTH: Require people to learn new skills and behaviors, but retains
basic responsibilities and workload
• IMPACT: Impacts strategies, processes or tools, but not all
• CRITICALITY: Driven by an internal need to change, impacts core
functions and enables strategies
High
Low
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Stakeholder Analysis
Template
Stakeholder
(Audience)
“Standing”
To day
Desired
“Standing” in
the Future
Resistance /
Barriers
How you plan
to Address
Comments
A stakeholder refers to a
broad range of people
who have an interest in
the outcome or who
have the ability to
influence the outcome of
the initiative (either
positively or negatively).
These are people who
are likely to be impacted
by the change.
This is the
Stakeholders
current
acceptance of the
change.
Awareness
Understanding
Acceptance
Commitment
This is the desired
acceptance of the
change the
stakeholder should
have on the day of
“go-live” or impact.
Awareness
Understanding
Acceptance
Commitment
This is any foreseen
opposition or barriers
that the Stakeholder
may present (e.g.
lack of technical
understanding,
language barrier, or
personnel likely to
resist because of
unsuccessful restructure or change in
the past etc.).
This how you plan to
address resistance
from the stakeholder.
This can include key
messages, tone of
the message, delivery
method, etc (e.g.
series of information
seminars to bring
personnel up to
speed, highlight the
benefits and the
differences of the
change).
This is comments
around anything
relevant to consider
for this stakeholder or
planned activity.
Finance Manager
Aware of the
change, although
has no
understanding of
what that means
for the finance
team
Fully Committed and
supportive, can
explain the change /
implications and
benefits to the rest of
the finance team
Opposition as this
may mean working in
a different location,
no knowledge about
Finance system
Finance Manager and
HR Manager to meet
with Finance Group to
present benefits,
business case, cost
structure, and
address concerns.
Investigate possibility
of global support in
terms of
communication
materials on benefits
SAMPLE ANALYSIS
© 2006 Accenture. All rights reserved.
12
Change Analysis
Stakeholder Impact Sample
CO Transition will impact a range of stakeholders within the CO in different ways.
Areas of Impact
#
Internal Stakeholders
1
Regional Personnel
2
Administration
3
Finance
4
Human Resources
5
IT
6
Title II Program
7
Title II Administration
8
Sub-Offices (La Esperanza, San Pedro Sula, La
Ceiba)
9
Program Managers (with direct reports)
10
Program Staff
© 2006 Accenture. All rights reserved.
Culture
Tools /
Tech
Structure
Job /
Skills
Process
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
b
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Communications Plan
Template
Purpose
Stakeholder
(Audience)
Content
Delivery
Method
Schedule
/Timing
Owner
Developer
This is the overall
purpose of the
communication. What
are you trying to
achieve? What is the
end goal? (E.g. for staff
to have full
understanding of restructure, understanding
of new policy etc.) This
is the most important
driver of your
Communication Plan
This is the list of
stakeholders you
defined on the
Stakeholder
Analysis Template
This is the
material or
subject matter
that should be
included in your
communication.
This is the vehicle or
channel or method
you intend to use to
convey the intended
communication. (E.g.
email, meeting, site
visit, etc.)
This is the frequency
and timing of the
particular
communication. This
can be general or
specific (e.g. As
needed, 1st of every
month, weekly, once,
July 14, etc.)
This is the
individual(s)
responsible for
delivering the
specific
communication (e.g.
Country Director, HR
Lead, Finance
Manage, So Director
etc.)
This is the
individual(s)
responsible for
creating the specific
communication (e.g.
Human Resources,
CARE Atlanta, Kuito
Director or a name of
a person etc.)
•Ensure common
direction
•Generate/keep high
enthusiasm
•Inform of major
changes
•Share status
•Address/resolve issues
/ questions
•HR Team
•IT Team
•Sub-office staff
•SMT
•Government
• Direction,
changes, key
dates,
• Progress
• Team results
• Training
Opportunities
• Monthly email
update / Newsletter
• Information lunches
• Website
• Meeting
• Group events,
celebrations
Once per month
Once per week
After each SMT
As Needed
On the 3rd of each
month
Etc..
Regional Director
Country Director
Program Coordinator
HR Lead
SMT
HR
Program Coordinator
SO Director
Finance Function
SAMPLE COMMUNICATION
© 2006 Accenture. All rights reserved.
14
Communication Calendar
Sample
Communications Calendar Template
Month
Communication
Internal
Inform all staff about upcoming change
Hold Meeting
Send Follow up email
Post Question and Answer Sheet
INSERT ACTUAL DATES
-9
-8
-7
-6
-5
-4
-3
-2
-1
1
Change Take s Place
Inform impacted staff about Training opportunities
External
Hold Meetings with Donor X
Hold Meeting with Dony Y
Meet with Goverment Officials XYZ
© 2006 Accenture. All rights reserved.
15
Communication Guidelines
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All communication is managed through the Communication Plan (Align internal,
external and transition communication)
Communication will be open, honest and two-way
Communication will always be delivered as soon as is practicable to stop any rumours
Communication will be conducted on a regular basis
Messages will be customised to meet the needs of the audience groups
Leverage existing communication methods
To ensure information effectively reaches targeted stakeholders, it is important that
they be conveyed through a variety of channels
Feedback will be generated and evaluated in order to monitor, check and improve
communications
© 2006 Accenture. All rights reserved.
16