Implementing Change across Geographical Locations

Futuristic Change Management – 21 June 2011

2

No action requiredNo action required

“Heaven is high and the Emperor is far away.”

Ignore it and it will awayIgnore it and it will away

“Flavour of the month

phenomenon.”

Go along with it Go along with it while we have towhile we have to

“The Living Dead.”

3

The Four Seasons of (no) Change

Head Officeidentifies an imperative for change. The ideas are flowing and the seeds of change are planted.

The ideas have come to life - the project team is focused and busy. Regions are urged to cooperate and get on board.Life is good.

Regions arecovertly resistant or

resigned to following instructions. They

hope the change will fail if they lie low.

It’s time for change in the regions. Opposing,

‘irrational’ views are making life difficult.Head Office has to

be forceful anddirective.

4

“People don’t resist

change, they resist

being changed.” Peter SengeThe Fifth Discipline 1990

5

Include local leadership from the start

Understand each local environment

Partner with the region

Develop relationships

Look for quick wins

Make communications relevant

Pilot the solution

Keep pace appropriate

Handover ownership

Build on learnings

#1

#2

#3

#4

#5

#6

#7

#8

#9

#10

Create a climate for change

Engage and enable each geographic location

Implement and support the change

Sustain the transformation

6

If they lead, they’re people will follow

Business TeamResponsibilities

• Vision reality check• Primary vehicle for

establishing local requirements

• Local engagement• Local issue and risk

management• Lead local

implementation

Business Team Composition• Senior Leader• Business Subject Matter Experts• Implementation Team Members

Key Contact 1

Cascade span = 5 - 30Business Unit Staff

Key Contact n

Head Office Project Team

Head Office Business Team

LocalBusiness Team

LocalBusiness Team

LocalBusiness Team

Business TeamCharacteristics

• Expert local knowledge

• Strong credibility and influence

• Belief in the change• Willing to speak up• Dedicated time

#1

7

Be there, be aware, walk in their shoes#2

• “We’re different” - what’s unique about this location?• What do they actually do here?• What particular issues are they facing?• What works well that can be preserved?

8

Do it with them, not to them#3

• Gather local input early (but not too early)• Combine knowledge of the local business setting with

knowledge of the new practices• What’s going to work here?• Keep leaders well informed – no surprises• Remember they have a business to run

9

Get to know people#4

• Develop relationships at all levels • Talk to people directly in the first instance• Become a familiar part of the landscape• Be available to listen• Respect their concerns – small to you, big to

them• Always deliver on promises

10

Actions speak louder than words #5

• Look for small, positive changes that can make a difference now

• Tackle issues that are important to them• Use your project knowledge and contacts to work

through the obstacles• Show that you can be relied upon to deliver

11

People listen when it’s all about them #6

• Make communications relevant – what does it mean for them?

• What aspects of the change matter here?• Use channels that work for this location • Let locals communicate to locals• Involve them in reviews so they ‘own’ the

messages• Provide materials so others can communicate

accurately

12

Dip a toe in before you deep dive #7

• Create confidence by trying out the change• Show ‘how’ it will work, not ‘whether’ it will work

– Hands on demonstrations

– Pilot some aspects of the change

• Uncover problems and temporary setbacks• Engage locals in improving and adapting• Reduce risk by containing initial problems

13

Start slow, finish fast #8

• Multiple locations often means long-term change• Involve the right people at the right time – and be

clear about what you need them to do• Rotate involvement so efforts are meaningful • Create shorter milestones• Publish successes across locations• Keep information flowing

14

Real change happens when you’re no longer needed #9

• Allow local leaders to drive the change home• Hand over responsibility for local tasks step by

step• Build the confidence to work out for themselves

what to do• Build the capability to sustain the change

15

Former sceptics are the best advocates #10

• Use lessons learned to jump start the next initiative

• Enrol members of previous teams as change agents for the next initiative

• Locals who have lived through the experience are far more convincing than anyone fromHead Office

16

The Four Seasons of (no) Change

Head Officeidentifies an imperative for change. They get their regional leaders involved and the ideas start flowing.

The project team is busy ‘testing’ the ideas against regional requirements. All locations are busy providing input.Enthusiasmis high

Regions are in control. They are

skilled and proud of their achievements and improvements

are continuing.

The regions are busy implementing the

change. Road testing is instilling confidence and complimentary

changes arebringing further

benefits.

17

“All is connected ... no

one thing can change by

itself. .” Paul Hawken Natural Capitalism, Yoga Journal October 1994