Forandringsledelse - hvorfor opnår nogle projekter succes mens andre fejler? 20. august 2009

Forandringsudfordringer Betydningen af effektiv forandringsledelse er ikke kendt Ledelsen er ikke aktiv og synlig i forandringsprocessen Forandringen styres ad hoc Modstand mod forandring overhøres Mellemlederne inddrages ikke Forandringen formidles ikke af de rigtige personer Forandringen fastholdes ikke

Vi ser effektiv forandringsledelse som en systematisk tilgang til den organisatoriske side af forandringen, der sikrer en accelereret og effektiv opnåelse af forretningens mål.

Proces: Initiation Planning Executing Monitoring/ controlling Closing Værktøjer: Statement of work Project charter Business case Work breakdown structure Budget estimations Resource allocation Schedule Tracking Forandringsprocessen Prosci Proces: Organisatorisk: Preparing for change Managing change Reinforcing change Individuelt: ADKAR Værktøjer: Individual change model Readiness assessment Communication plans Sponsorship roadmaps Coaching plans Training plans Resistance management Reinforcement

Agenda Prosci Boat Story ROI ADKAR -modellen Pause Metoden Modstand mod forandring Afrunding

Prosci 426 organisationer Accenture American Express Company Bombardier BT Group Capgemini Caterpillar Inc. City of Toronto Ernest & Young U.S. 42% Financial Services Authority Ford Motor Company GlaxoSmithKline Hewlett-Packard Intel Kimberly-Clarck Europe 16% London Borough of Croydon Molson Coors Brewing Company Africa Asia and Pacific Motorola, Inc. 9% Islands NASA 13% Nestlé Reuters ShellAustralia 7% Sprint Nextel Swedish Social Insurance agency Canada The8% Gillette Company Unisys Central and South America United Nations 5% United States Army Reserve University of California Prosci

Boat Story 2007 Copyright Prosci and Bill Cigliano

Prosci

Boat story Speed of adoption Hvor hurtigt kommer folk ombord? Ultimate utilization Hvor mange deltager aktivt i forandringen? Proficiency Hvor effektivt gør de det? 2007 Copyright Prosci and Bill Cigliano Prosci

Prosci

Extracts Executive sponsorship Kommunikation Træning Coaching Modstand mod forandringer ROI

A D K A R Prosci

ADKAR Awareness Of the need for change Desire To participate & support the change Knowledge On how to change Ability Reinforcement To implement required skills & behaviours To sustain the change Prosci

ADKAR identificerer barrierer 6 5 4 3 2 1 0 A D K A R 6 Barrierer er hovedårsagen til at forandringen ikke når sit potentiale. 5 4 3 2 1 0 A D K A R Personal change Business change Strategy change 6 5 4 3 2 1 0 A D K A R Prosci

Individuelt => Organisatorisk You cannot manage change at an organizational level until you know how to manage change with a single individual. Prosci

Prosci Overblik

Prosci The Change

The Organization Enables customization Scalability Prosci

Prosci The People

Phase 1 Preparing for change Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 2 Managing change Develop change management plans Take action and implement plans Web-based tools 26 Planning templates 16 Assessment instruments 6 Presentations Comprehensive guidelines Phase 3 Reinforcing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Prosci

Prosci PCT Model Strategi/sponsor Meet objectives On Time On budget ROI realized Projektledelse Tekniske aspekter Forandringsledelse Den organisatoriske side Prosci

Prosci Hvordan ser balancen ud?

Prosci Projektets risikoprofil

Sponsoroversigt COO Primary sponsor T.J. U.W. S.P. A.K E.G E.T. A.B. M.C P.O. J.S. D.C. W.R. T.L. C.H. P.B. Opposed to the change or has demonstrated a low-level of sponsor competency Supports the change and has demonstrated a moderate level of sponsor competency Supports the change and has demonstrated a high-level of sponsor competency Prosci

Phase 1 Preparing for change Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 2 Managing change Develop change management plans Take action and implement plans Phase 3 Reinforcing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Prosci

Prosci Mapping ADKAR to CM activities

Phase 1 Preparing for change Define your change management strategy Prepare your change management team Develop your sponsorship model Phase 2 Managing change Develop change management plans Take action and implement plans Phase 3 Reinforcing change Collect and analyze feedback Diagnose gaps and manage resistance Implement corrective actions and celebrate successes Prosci

Målinger foretages løbende Involvement & adoption Reinforcement Ability Knowledge Desire Awareness Pre-analysis Analysis & Execution Realization design Prosci Preparing for change Managing change Reinforcing change Prosci

Modstand mod forandringer Other Front-line employees Front-line supervisors Middle-level managers Senior level managers Executives 0 10 20 30 40 % % % % % Prosci.From Prosci s 2007 Best Practices in Change Management benchmarking report

CM rollen Nøglepersoner Sponsor rollen Mellemleder rollen Kommunikator Ambassadør Coach Bindeled Håndterer modstand

Case Globalt produktionsplanlægningssystem 80 brugere 4000 berørte Titler forsvinder Gevinsten ligger andet sted

Correlation of change management effectiveness to meeting project objectives 100% 90% 95% Percent of respondets that met or exceeded project objectives 80% 70% 60% 50% 40% 30% 20% 51% 80% 10% 0% 16% Poor (n=111) Fair (n=259) Good (n=313) Overall effectiveness of change management program Excellent (n=65) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report Prosci

Correlation of change management effectiveness to staying on budget 100% 90% Percent of respondets that were on or under budget 80% 70% 60% 50% 40% 30% 20% 51% 61% 74% 82% 10% 0% Poor (n=116) Fair (n=299) Good (n=386) Overall effectiveness of change management program Excellent (n=71) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report Prosci

Correlation of change management effectiveness to staying on schedule 100% 90% Percent of respondets that were on or ahead of schedule 80% 70% 60% 50% 40% 30% 20% 32% 60% 71% 10% 0% 16% Poor (n=134) Fair (n=318) Good (n=394) Overall effectiveness of change management program Excellent (n=72) Prosci. From Prosci s 2009 Best Practices in Change Management benchmarking report Prosci

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