Change Mgmt Secrets - SeeChange - InsideNGO Ann Conf 14
Strategic Planning Retreat
August 4-8th 2012
Anne Pellicciotto, MSOD, Facilitator
Systems Deployment Lifecycle
How is change coming into play?
What kind of system are you considering?
Where are you in the lifecycle?
Change Throughout the Lifecycle
Change begins with you.
Perspectives on Change
It’s not the progress I mind, it’s the change I don’t
like. - Mark Twain
Organizations can be changed if you find and
nourish the fringe lurkers and geeks. - Tom Peters
“It’s more fun when you choose to change, rather
than have it imposed on you.” - Spencer Johnson
“You must become the change you want to see.” -
“Change is permanent whitewater. Every change
is a plateau to the next change.”- Peter Vaill
Benefits of Embracing Change?
Improve organization’s impact
in the world
Use donor funding wisely –
Technology can be fun!
Success breeds success
support for next project
Costs if you DON’T?
Critical Success Factors
Holistic & Strategic
Institutional strategy & clear vision
IT is but one element
Change in one area creates/
requires change in others
Build plan considering all these
Ignore Culture and you will hit a
Clarity and alignment on impacts in
all elements critical
What do you notice
about this model?
Strategy – The new direction the organization is taking, often in
response to outside forces, in order to improve performance.
Structure – Changes to organizational design and lines of reporting, often
depicted by an organization chart, which will be prompted by the new strategy.
People – Changes to the human resource needs, roles, responsibilities and
competencies of individuals in the organization that result from implementing the
Process – Changes to the processes, procedures, and workflows guiding the
organization’s work, prompted by the new strategy, and often oriented around
streamlining, removing duplication of effort, filling voids, and leveraging new
talent and technology.
Info Tech – Changes to information systems used to support and facilitate the
work of the organization that may be required to realize the strategic changes.
Culture – Changes to the norms, values, attitudes and beliefs held by the
organization and its people that need to occur in order to support the new
KEY: All are implemented in a manner that
fits/helps achieve the strategy.
Vision of Future
Focus on the WHAT & WHY,
not the how…
What business problem are
you trying to solve?
What’s working and what’s
What is the Scope of the
What are the benefits and
metrics of success?
Is Your IT Vision Clear?
Can you articulate it to your team?
Which Star Model element(s) are being
most emphasized? Name 1 or 2.
Which Star Model elements are being
neglected or de-emphasized?
What are the potential implications or
questions regarding these elements?
• Get out of silos
• Work together toward same targets
• Increase two-way communication
• Widen the circle of involvement
• Emphasize questions more than answers
Collaboration – Why?
Gain critical buy-in to
Gain critical input to
the process from
those who will rely
on the new
Collaboration – Who?
Conduct Stakeholder Assessment
Who are the users?
Who are the key managers?
Make? Help? Let? Block?
What’s in it for them?
Facilitated Session – How?
For planning, requirements analysis, design…
Two-way communication vs. downloads
Right people in the room
Experienced, objective yet informed facilitator
Active listening, engaging
Brainstorming and envisioning future vs. automating
the current state
Agreed next steps and follow-through
Patience, Persistence (& Resistance)
Crisis & Opportunity
15 Based on Elizabeth Kubler-Ross, On Death and Dying.
Change is a
• Where are you?
• Where is your
• How do move
All Along the Lifecycle
Stages of Change
& Communication Strategies
Denial People disengaged
Ask questions Announce plans
Resistance Fear, uncertainty, and
Comfort with status
LISTEN to Resistance -
Acknowledge feelings and
Exploration Ready to problem-
Create rollout plans
Commitment People excited
People taking action
Implement action plans
Key Tool for Managing Change
Involve stakeholders actively
Test not just the technology but
All time for culture to catch-up,
embrace collaboration and
Achieve small wins, build
confidence, expand to new
departments, processes, cases
Change Management Conclusions
Change initiatives take time
Incremental plan, small wins are critical – where to
Involve stakeholders from the beginning –
facilitated solutioning sessions
Listen, listen, listen
Careful to repave the cow paths – this is an
opportunity for overall performance improvement
Anne Pellicciotto, President
On Twitter: Anneseye
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