adela giral

Change Management Resource Guide

Mayo, 2010

Adela GiralMicrosoft

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PROJECT MANAGEMENT & CHANGE MANAGEMENT

Project Management:The technical side of change

Apply processes, skills, tools, and techniques to manage the technical-

side of planning: Envisioning, planning, executing, validating,

deploying, and transitioning

Change Management:The people side of change

Apply processes, skills, tools, and techniques to manage the people-side of project

activities: Building support, addressing resistance and developing the required

knowledge and ability to implement change

We need business and HR leaders to partner to assure that both the technical and people sides of change are addressed in planning and implementing changes…in both the segment HQ and Field arenas.We need business and HR leaders to partner to assure that both the technical and people sides of change are addressed in planning and implementing changes…in both the segment HQ and Field arenas.

Our Change Management Operating Principles

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• Change Management Helps Ensure Business Changes and ROI Are Realized

• Integrated Planning is Critical

• Framework, Templates, and Tools Ensure Consistency

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Cycle of ChangeEach Step is Necessary

Showing progress

Sustaining momentum

Assessing impact & learnings

Creating systemic alignment

Determining the (longer term) path forward

Communicating Creating dialogue Educating

Building support Addressing behavior

Developing the plan Identifying

stakeholder implications

Assessing readiness Identifying obstacles

Building the case for change

Establishing the change network

Defining the change destinationClarifying Purpose

Initiating Commitment

Planning the Change

Creating Followership

Building Capability

Reinforcing Change

Assessment & Pursuing Alignment

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CYCLE OF CHANGE & WHEN A STEP IS SKIPPED

Clarifying Purpose Clarifying Purpose



Planning the Change

Planning the Change

Creating Followership &

Building Capability

Creating Followership &

Building Capability

Reinforcing ChangeReinforcing Change

What is our goal with the change and what do we want the organization look like after?

Build the case, or story, for change to gain initial buy-in and commitment by explaining the why of the change

Do the research – identify and prioritize your stakeholders to assess readiness and potential obstacles and develop an implementation project plan

Create dialogue with your stakeholders about how the change impacts them personally; address behavior change and provide training/education if needed to build skills and awareness

Continue to build momentum and energy by reinforcing key messages about the positive impact of the change and how you will support people going forward



Measure the impact of change – did it accomplish what you wanted it to? Determine key learnings, solicit feedback from key stakeholders to determine the longer-term path forward

Confusion

Complacency

False starts

Resistance

Inaction/Lost Momentum

Chaos

Skipped Steps Result in:

KEY ACTIVITIES & DELIVERABLES

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Focus Areas Activities Deliverables(Based on Need, Owners Vary)

Clarifying PurposeInitiating Commitment

Leadership Sponsorship Stakeholder Alignment Business Case & Vision for Future Leader/Manager Change Management

Guidance Employee Participation/Feedback

Channels

Stakeholder Map Walking Deck with Vision & Case for

Change Change Leader Guide Change Workshops Employee Feedback Mechanisms

(workshops, surveys, all-hands)

Planning the ChangeCreating FollowershipBuilding Capability

Integrated Project Planning Impact/Readiness Assessments Change-Specific Communications Capability Building People & Org. Systems Alignment

Project Plan Includes Elements of Change Management: People & Organization Impact

Summary & Plan Communications Plan Capability Development/Training

Plan Regional/Area/Country Change

Implementation Plan (includes employee transition plan)

Reinforcing ChangeAssessment &

Pursuing Alignment

Reinforce New Ways of Doing Business Future Culture Identity Building (if

needed) Employee Engagement Strategies Measure the impact Determine key learnings

Change Reinforcement Activities Culture Evolution Activities (culture

workshops if needed) Employee Engagement Programs &

Activities (MS Poll discussions, etc.) Impact analysis (scorecards, metrics, etc.) Determine how to improve for the future

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KEY COMPONENTS OF AN IMPLEMENTATION PLAN

Identify and engage early adopters as change agents

Creates opportunities for interactive discussion at all levels of the organization

Equip leaders to communicate the case for change (talking points, scripts, other tools)

Align leaders at all levels (workshops, leadership meetings)

Assess skills and effectiveness; build capability and accountability

Prioritizes and cascades communication to key stakeholders

Addresses risk through contingency planning

Defines key outcomes, milestones and ROI measures

Provides testing/listening mechanisms throughout the process

Incorporates supporting communication activities, such as training for skill building, and the media and distribution channels required to push key messages and information

FIRST, DETERMINE: WHO ARE YOUR KEY STAKEHOLDERS …

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… and consider the following: Engagement level required of

each stakeholder group and any unique communication and training needs or process requirements

Identify those that can help and hinder the change

First-line supervisors are critical champions of change and you need to help them succeed

Coordinate messages to internal and external groups, treating employees as your primary audience

Change will need to be reinforced across all stakeholder groups

KeyStakeholders

SeniorLeadership

Legal

MSIPresident

Other Leaders

MSI Direct

Reports

SharedServices

ITHR

Finance

CEO

Marketing

ExternalInterests

Customers

Recruits &Recruiters

Managers

Other Managers

Media

Employees

New Hires

WorkCouncils

Non-English-Speakers

FinancialAnalysts

Partners& Vendors

CEO Direct Reports

Operations

ManagersOf RGEs

Supervisors

Change Readiness Assessment: Leading the Changes

Focus Area Key Questions Readiness Level1 Low - 2 Moderate - 3 High

Leadership SponsorshipEnsuring there is strong and visible executive sponsorship.

• Who are the key sponsors of the project and what are their respective roles?• What is your assessment of where the leaders are on the change continuum (active

supporter strong resistor)• What are the implications of the change on the sponsors?• How are the sponsors showing up and moving the organization and people forward

with the coming changes?

Stakeholder AlignmentEnsuring key stakeholders are identified and engaged.

• Who are the stakeholder groups and how would you rate their criticality to change success and current readiness?

• What role can/should sponsors play in ensuring stakeholder buy-in?• How should managers be involved?• What is the initial engagement strategy for sponsors with key stakeholders?• What key actions need to take place to ensure stakeholder buy-in/readiness?

Business Case & Vision for FutureEnsuring there is a clear business case and compelling future vision.

• Are there clearly defined/communicated reasons behind the change – the business case/drivers?

• Is there a clearly defined /communicated vision for the future ?• What is the “elevator pitch” on the case for change?• What will the future “look like” when change is implemented (what will be different,

what will people be doing, saying, etc.?)

Leader/Mgr. Change Mgt. GuidanceEnsuring leaders can effectively lead their people through transitions.

• Is there understanding of the importance/value of change management? • Is there understanding of what change management is – the CM framework &

activities?• What are the best approaches to build leader CM capability?• What will be most helpful to managers/employees as we ready org. for change?

Employee Participation/Feedback ChannelsEnsuring there are opportunities for employee feedback & participation.

• How best can we provide a mechanism for employees to share their views on the changes– concerns and suggestions?

• How can we ensure we view the change through the eyes of those who will most experience it and get their ideas on how to be successful?

• How can we gauge where people are at on the change curve and their readiness to accept and embrace the changes? 9

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Integrated Project PlanningEnsuring CM activities support & are integrated into project management plans/schedule (not stand alone)

• Are the change management activities integrated into the overall PMO plans,schedules and milestones?

Impact/Readiness AssessmentsEnsuring the people/organization impacts are identified and proactively managed.

• What are the people & organizational impacts of the changes – strategy, leadership, organization structure, roles, skills/knowledge, performance measures, ways of working/culture?

Change-SpecificCommunicationsEnsuring communications deliberately move people fromawareness to commitment & include strong business case/vision messaging.

• Who is managing communications for your project/change?• Who are the critical audiences to communicate/connect with and what level of

information should they receive? (Sponsors/Stakeholders/Cascades)• What are key messages to communicate and when?• What are key vehicles to use to communicate at key junctures?

Capability BuildingEnsuring new knowledge and skills are identified and developed to support the changes.

• Who is managing this for your project/change?• What new skills & knowledge is required?• What is the best approach for closing skills/knowledge gaps?• What change management capability development is appropriate – is this group

well-versed or new to change; what existing resources are available?

People & Organization SystemAlignmentEnsuring the people/org. systems are aligned to reinforce the future state.

• Based on the people & organizational impacts summaries, what needs to change or be modified to reinforce the future state – strategy, leadership, organization structure, roles, skills/knowledge, performance measures, ways of working/culture?

Field/Market Change Management Approach & SupportEnsuring field leaders have guidance and tools to land the changes.

• What is the recommended approach to support field leaders successfully land in market?

• What support tools & resources will be delivered – Change Implementation Plan Template & Change Management Toolkit

Change Readiness Assessment: Planning & Landing the Changes

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Change Readiness Assessment: Imbedding the Changes

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Reinforce New Ways of Doing BusinessEnsuring new of working are reinforced systemically & through rewards & recognition.

• What supplemental rewards & recognition may be appropriate to reinforce positive change?

Future Culture Identity BuildingEnsuring the aspire-to-culture is defined/refined.

• What is the culture we are trying to build & shape as a result of the project/change?

• How can we reinforce and build new culture elements into culture communications and workshops?

Employee Engagement StrategiesEnsuring employee engagement activities and programs are in place to continue to foster a positive work environment in spite of change fatigue.

• What can we do to show employees they are valued?• What existing channels do we want to leverage to share & sustain the

changes?

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CYCLE OF CHANGE CHECKLIST:

Clarifying Purpose Key leaders have a clear, shared picture of how this initiative links to other strategic

changes. Both executives and employees understand the threats and opportunities driving “why we

must change” – the new business environment is understood. Both executives and employees understand what will be valued and rewarded in the future Key leaders agree on the priority of this change.

Initiating Commitment The need for change is understood throughout the organization, and people feel the

status quo won’t do. There is a critical mass of senior leaders with enough power and authority to effectively

sponsor or lead the initiative. There are clear champions who are able to model the new actions and behaviors. Those leading the change have clearly communicated a compelling business case and an

inspiring future state to employees.

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CYCLE OF CHANGE CHECKLIST…CONTINUED

Planning the Change The implementation plan is realistic and adequate resources have been dedicated to the

project. There is a clear communications strategy in place. Executive sponsors and change agents are prepared to focus efforts where change

readiness is lowest and the risk to the change is greatest. While milestones and target dates have been set, the change plan is flexible enough to

adapt to unforeseen circumstances.

Creating Followership Line managers are not rigidly turf conscious and are willing to address the needed

change across boundaries. Employees are involved in various activities or contribute to decision-making on issues

affecting them. Managers are accountable for modeling the change. There are well-developed channels for input and upward feedback from employees. Reward and recognition of team members and others are in place to reinforce desired

behaviors.

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Building Capability Leaders in the organization have the necessary leadership and coaching skills. The required new skills have been identified, development plans are in place, and

adequate resources like training and coaching are being provided. Learnings from pilots (initial implementations) are applied to full implementation. There are well-developed channels for sharing business and performance information

with employees.

Reinforcing Change Senior managers will be able to sustain focus on the change. The dashboard of core metrics for the business and the change initiative are clearly

defined. Leadership and managers reinforce the need for change as part of their regular

activities. Progress against milestones is made visible to all employees. Mechanisms for tracking progress are in place, including real time feedback or “pulse

checks”, that allow for mid-course corrections.

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Pursuing Alignment Most people are aware that fully integrating the change will take time, patience and

perseverance. Executives in parts of the organization not directly involved in the change are

identifying whether there are any implications for them. Measures are being tracked and a reporting system is in place to alert executives to

areas of the business that may need attention as the change progresses. Actions have been taken to align company systems, e.g., performance and

compensation, to support the behaviors needed to achieve the new goals.

Total checks for each change element:

Clarifying Purpose (4): _______

Initiating Commitment (4): _______

Planning the Change (4): _______

Creating Followership (5):_______

Building Capability (4): _______

Reinforcing Change (5): _______

Pursuing Alignment (4): _______

Use this tool with your clients to determine areas for continued focus.

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REFLECTION TOOL

Think of a time when you were involved in an organizational/strategic change which was not handled well:

• What happened?• What were the costs? (financial, health, morale, goodwill, credibility, etc.)• Make a list of the key lessons these experiences have taught you

A negative change experience…

The costs… What I learned from it… What I would do differently….

Individual Change Curve

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Stage 1: Denial Stage 4: Commitment

Stage 3: Solution

This is the most critical stage

Stage 2: Resistance

• Constant complaining, withdrawing, refusing to accept changes.

• Shock• Defensiveness• Apathy• Focus on how things were

“This won’t impact me”

“It’s business as usual”

• Performance drops, errors, refusing assignments related to change, negative, complaining, and withdrawing.

• Discomfort• Loss of control• Victim• Passive-aggressive• Anxiety• Negativity

“Why is this happening?”

“It won’t work”

• Want to make the change work, but don’t have clear answers

• Confused about what to do, loss of confidence in skills

• Energy and ideas – could be draining

• Chaos, lack of focus• Gaining control• Setting of goals• Engagement

• Initiate problem solving on his/her own, positive about what needs to happen, suggest ideas and plans, and supports the change

• Sense of belonging• Focus and productivity• Active participation• Sense of belonging• Willingness to learn/change

“What can I do to help?”

“Me”

“Us”

“I/We”

“This could be anopportunity”

“Me”

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HOW PEOPLE MOVE THROUGH CHANGE

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Stability CapabilityDoubt Hope

Contentment Comfort Perceived

competence Clarity Relationships Security

Contentment Confidence Satisfaction Increased skill Increased capability New stability level

Denial Confusion Loss Blame Incompetence Regrets Fears

Change Skill development Connections More clarity Training Direction

Basics of C

hange

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CHANGE IS AN EVENT. TRANSITION IS THE PROCESS. EVERYONE MUST MAKE THE TRANSITION

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Basics of C

hange

What is ending as a result of this change? What continues? What are you leaving behind? Who will lose or has lost what? How can you honor the endings and losses? How can you bring to completion or closure key activities,

relationships? How can you dramatize the endings?

What is known or uncertain at this time? What ways can you normalize the uncertainty of this period? What ways can you organize this period into manageable,

understandable, time-limited phases so people can experience the group as making progress?

How can you use the creativity and learning of this period?

What will be new or different as a result of this change?

Are you consistently communicating what “the beginning” looks like?

How can you ensure some quick successes? How can you symbolize the new identity or new

beginning?

EndingsTo move to the future, you must first let go of the present. Beginnings depend on endings.

Neutral ZoneA period where neither the old ways nor the new ways work well. A time of re-orientation & redefinition.

BeginningsBeginnings involve new understandings, values, attitudes and identities. They follow the timing of the mind and heart.

Be resilient while rules change

Be resilient while rules change

Moving forward requires letting go

Moving forward requires letting go

Engage fully tostart anew

Engage fully tostart anew

BEHAVIOR, OR SHIFT IN MINDSET,IS THE GREATEST FACTOR IN SUCCESSFUL CHANGE

2020

I don’t feel as comfortable as I did before and I’m concerned about doing well.

Above the LineWhat we see and attempt to address

Above the LineWhat we see and attempt to address

Below the LineWhat we don’t see and don’t attempt to address

Below the LineWhat we don’t see and don’t attempt to address

Thoughts and

feelings

Thoughts and

feelings

Values and

priorities

Values and

priorities

Needs met or unmet

Needs met or unmet

I’m wondering if I’ll be successful in my new role and wondering if anyone cares about me.

I want to like what I do and feel valued here and meet our customers’ needs.

I have new tasks and responsibilities as part of an organization change.

Behavior Change

Basics of C

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WHAT YOU CAN DO TO ACCELERATE THE PROCESS

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Prepare Yourself

Help Others

from the Inside Out

Help Others

from the Outside In

Study the changes and assess your own responses to these changes

Ask questions

Acknowledge your own fears and doubts

Chart gains and losses for yourself

Know that people will process change at different rates – based partly on how directly they are impacted

Surface and air fears and doubts

Support people by using and understanding how each individual transitions through change

Include others in planning how to implement the new strategy and structure

Reconfirm direction, roles, and responsibilities as much as possible

Identify barriers to success

Keep communicating the reasoning

Clarify roles and responsibilities with specifics as soon as possible

Basics of C

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USE THE 4 PS TO COMMUNICATE CHANGE

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Com

municating the C

hange

Purpose Picture

Plan Part

PURPOSE Explain the purpose behind the

change

Be transparent–share the facts as soon as possible and present the range of possible outcomes

Localize and personalize messages

Confirm the new value proposition

Report progress and successes

PLAN Lay out as much of the plan as

you know

Encourage managers to invite dialogue within their teams and report back to you

Equip supervisors to communicate with their employees face-to-face

Conduct pulse checks along the way via staff meetings, face-to-face meetings, etc. to identify and mitigate risks

PICTURE Paint a picture of the future so

that people can see themselves there

Believe in the strategy and tell a consistent story

Model the new attitudes and behaviors

Develop employees

Adjust rewards to drive change

PART Give each person affected a part

to play

Create a project “Steering Committee” to help manage and measure the change process

Involve managers and other opinion leaders through available communication channels

Provide training in new skills so people can succeed in their new roles

YOUR CHANGE STORY MUST TRANSLATE THE BIGGER CHANGE INTO HOW IT WILL UNIQUELY AFFECT YOUR ORGANIZATION AND YOUR EMPLOYEES

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Com

municating the C

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Clarify the outcomes of change

Translate into personal impact

Communicate the new value proposition

Will I be better or worse off? How will my contributions be measured?

Rewarded? Will my employment deal change? Is that attractive

to me? What competencies or skills do I need to succeed?

Will I have a job? What are my responsibilities? How will my work and work environment change? Will I report to someone new? Who is responsible

for what? Must I follow new policies, processes or protocols?

What’s changing and why? Where are we headed? What are the likely outcomes/scenarios? What will this change do for us?

CREATING THE CHANGE STORY…AN EXAMPLE

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What is and isn’t changing for our organization? [can pull from Stakeholder

Assessment]

Why change? Will drive shift to small/medium

market

What will it look like for our organization? Shift 12 roles between sectors

How will we implement? Conduct one-on-one

meetings with managers to discuss “high impact” issues and next steps

When will we implement? Q3

How will we support the change going forward? Regularly scheduled progress

updates (bi-weekly or weekly depending on where in implementation)

Regular email updates distributed topeople managers to update employees

Face-to-face employee meetings when necessary

Training and/or certification

Com

municating the C

hange

adela giral

Career