Enabling Positive Change - An IntroductionRyan Siskow: People & Organizational Capability Consultant. Social Media Strategist.

CHANGE is a ‘loaded’ word…

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WHYWHATHOW

The

…of Enabling Change3

WHYWHATHOW

The

…of Enabling Change4

YOU HAVE A VISION.

YOU HAVE A MISSION.

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&

DO YOU HAVE A

PURPOSE?

Enabling change is not about the ‘burning platform’…it’s the reason things need to or

must change. People are more open to change when they understand why and more committed to change when they have a clear

sense of purpose.

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WHYWHATHOW

The

…of Enabling Change7

Enabling Change vs. Managing Change

Realizing positive change that drives positive

performance, growth and profitability is not ‘managed.’

Enablement, by definition, means to provide

opportunities…to make possible and practical.

Successful Change Begins With The End In Mind

Just like the organization’s larger vision, change is

driven by a clear vision of ‘what will be.’

Effective Change Is Driven By Organizational

Readiness

You can’t get there unless you understand where you

currently are.

Change Is Not An Event - It’s A Series of Transitions

Change is a journey and a set of experiences that

happen through organizational and individual

transitions.

It’s All About Balance

Facilitating change requires a clear set of tangible and

practical tools that ensure that organizational and

personal transitions are aligned and in ‘sync.’

WHAT road map will you follow?

Note: The Arthur Andersen Change Enablement Framework was

created during my time as project leader for the Arthur Andersen Change

Enablement Competency Center. The Framework also reflects concepts

from William Bridges “Managing Transitions.”

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The ‘Hardware’ of Change

Organizational transitions consist of the structures,

processes, systems and technologies that provide the

overall ‘architecture’ for change.

Leading: Preparing the organization for change

through organizational reviews and assessments

that measure efficiency, effectiveness, capability

and readiness.

Designing: Building the change strategy and

program/project management plan(s) that define

deliverables, metrics, milestones, resources, and

tasks throughout each phase of the change plan.

Realizing: Putting it into action through pilot and

field testing, measurement, re-calibration, full-

implementation and continuous improvement.

Organizational transitions

What drives an

organization’s focus on the

‘hardware’ of change?

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Personal transitionsThe ‘Software’ of Change

Personal transitions are exactly that – personal. We

all experience change differently. Without an equal

focus on the personal side of change, many

organizations fail.

Ending: Understanding the personal impact of

change – letting go of the past and dealing with

loss.

Exploring: Overcoming anxiety, resistance and

reluctance. It’s empowerment to experiment and

explore and learning from success AND failure.

Beginning: Adopting new values, attitudes and

identities. Seeing the tangible benefits of

implemented changes and working together to

sustain and improve.

What are some of most

common reasons why

change fails?

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WHYWHATHOW

The

…of Enabling Change11

How will you get there?

Change Is Situational

There is no one single ‘best’ methodology to enable change, because every organization,

team and individual experiences change differently. The key to getting there is building

and leveraging a set of tools that are practical, measurable and customizable to your

organization.

Process

Leadership

Culture

Communication

Measurement

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HOW will you get there?

Communication

Strategy

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Tools That Support Organizational Transitions:

Change Strategy & Architecture: Focuses on the

blueprint for change by identifying the gap between

the ‘current’ and ‘future’ state: assessment of

structures, roles and relationships; impact

analyses; efficiency studies; workforce utilization

mapping; risk mitigation and program/project

management.

Organizational Design & Measurement: Tools that

re-design, re-set and re-deploy people, structures

and systems: role-mapping; job standardization;

lean processes and tools; competency modeling;

performance management; and a host of HR related

activities.

Communication Strategy: Focuses on building

awareness, encouraging commitment, updating

progress: communication plans; town halls; email;

‘sneaker brigades’; internal communication portals;

social media/learning tools.

HOW will you get there?

Communication

Strategy

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Tools That Support Personal Transitions:

Culture Alignment: Focuses on assessing the

impact of the current culture and value system:

assessing change ‘history’; change readiness

assessments; employee engagement feedback.

Leadership Capacity & Stakeholder Commitment:

Tools that help align leaders’ values and behaviors

with the change vision and purpose through:

leadership assessments (360/720); executive

coaching and development; mentoring; succession

planning and leadership talent mobility.

Individual & Team Capacity: Focuses on increasing

individual and team capability (knowledge, skills &

performance) and capacity: communication styles

assessment and action plans; change workshops;

team building; career paths; learning and

development; ‘stretch’ assignments; job rotation.

SO…what’s on your mind?

Process

Leadership

Culture

Communication

Measurement

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Words tell a story…

…a story that has one common theme: