Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.

1. Is Change Management
Strategic orTactical?
May 5th 2014
Gail Severini
Managing Director, Symphini Change Management Inc.

2. “Strategy without tactics
is the slowest route to victory.
Tactics without strategy
is the noise before defeat.”
―Sun Tzu, The Art of War
2

3. 3
Agenda:
1. Getting perspective: “zoom out” to “zoom in”
2. What does it take to transform an organization?
• The Outperform Model
3. Where is Change Management?
• One perspective: the world according to ACMP
• A second look at the Outperform Model
4. Tactical or Strategic — Characteristics
5. Application: let’s look at CRM
6. Survey says? Strategic or Tactical?

4. 4

5. 5

6. 6

7. 7

8. 8

9. 9

10. Zoom out to:
“What does it take to
TRANSFORM
an organization?”
Then we can see where
Change Management fits.
10

11. © Gail Severini, Symphini Change Management Inc., 201411
What does it take to transform an organization?
Where is Strategy?Where is Change Management?
Ongoing Operations
RealizationStrategyBoard
ExecutionC-SuiteCulture
The “Outperform” Model

12. © Gail Severini, Symphini Change Management Inc., 201412
BTW: specific attributes of the components
Ongoing Operations
Realization
Follow Through
Agile
Strategy
Engaged
Board
Execution
Engine
Engaged
C-Suite
Agile
Culture
The “Outperform” Model

13. OUTPERFORM
Working on any of these components
will improve results ...
The secret is … [and]
and, sub-optimization of any one of them
will hinder your ability
to outperform.
13

14. So where is Change Management?
14

15. 2012 definition of Change Management:
“The application of
knowledge, skills, abilities, methodologies,
processes, tools, and techniques
to transition an individual or group
from a current state to a desired future state,
such that the desired outcomes
and/or business objectives are achieved.”
15

16. © Gail Severini, Symphini Change Management Inc., 201416
So where is Execution?
Ongoing Operations
Realization
Follow Through
Agile
Strategy
Engaged
Board
Execution
Engine
Engaged
C-Suite
Agile
Culture
The “Outperform” Model

17. 17
Project
Management
Change
Management
Business
Analysis
Lean / Six Sigma
Stakeholder Management
Strategic Clarity
Communications
Training
Solution Design
Case for Change
Organizational Alignment
Readiness Preparation
Metrics Tracking &
Course Corrections
Inside the Execution Engine
Representative disciplines and activities.

18. 18
Project
Management
Change
Management
Business
Analysis
Lean / Six Sigma
Stakeholder Management
Strategic Clarity
Communications
Training
Solution Design
Case for Change
Organizational Alignment
Readiness Preparation
Metrics Tracking &
Course Corrections
You are here
Inside the Execution Engine
Representative disciplines and activities.

19. What does that
look like?
19

20. The world according to ACMP
20
“The Standard”
Table of Contents
Draft Jan 2014 (con’t)
5. Change Management Process
5.1 Evaluate Change Impact and Organizational Readiness
5.2 Formulate Change Management Strategy
5.3 Develop the Change Management Plan
5.4 Execute the Change Management Plan
5.5 Close the project, transfer ownership, release resources

21. Chapter 5. Change Management Process (Con’d)
5.1 Evaluate Change Impact and Organizational Readiness, eg:
• Define Vision of Future State, Goals, Success Criteria
• Identify Stakeholders and Sponsors
• Assess degree of change, organization culture, capacity
• Define communications and learning needs
• Assess risks
21

22. Chapter 5. Change Management Process (Con’d)
5.2 Formulate Change Management Strategy
• Sponsorship
• Stakeholder Engagement
• Learning and Development
• Change Risk Mitigation
• Measurement and Benefits Realization
• Transition
• Sustainability
22

23. Chapter 5. Change Management Process (Con’d)
5.3 Develop the Change Management Plan
• Resource Plan
• Sponsorship Plan
• Stakeholder Plan
• Stakeholder Engagement Plan
• Learning and Development Plan
• Change Risk Mitigation Plan
• Measurement and Benefits Realization Plan
• Transition Plan
• Sustainability Plan
• Integrate Change Management and Project Management Plans
• Develop Feedback Mechanisms to Monitor Performance To Plans
23

24. Chapter 5. Change Management Process (Con’d)
5.4 Execute the Change Management Plan
• Execute Resource Plan
• Execute Communications Plan
• Execute Sponsorship Plan
• Execute Stakeholder Plan
• Execute Stakeholder Engagement Plan
• Execute Learning and Development Plan
• Execute Change Risk Mitigation Plan
• Execute Measurement and Benefits Realization Plan
• Execute Transition Plan
• Execute Sustainability Plan
• Close the Change Management Effort – Lessons Learned
24

25. Chapter 5. Change Management Process (Con’d)
5.5 Close the project, transfer ownership, release resources
25

26. A note of caution
The ACMP “Standard” takes a very “per project” perspective, i.e. this
is only one project.
Of course in the average organization there are many such projects
happening concurrently.
In mature organizations this “portfolio” of change is also managed.
26

27. © Gail Severini, Symphini Change Management Inc., 201427
Ongoing Operations
Realization
Follow Through
Agile
Strategy
Engaged
Board
Execution
Engine
Engaged
C-Suite
Agile
Culture
Managing organizational change
for transformation

28. © Gail Severini, Symphini Change Management Inc., 201428
Ongoing Operations
Realization
Follow Through
Agile
Strategy
Engaged
Board
Execution
Engine
Engaged
C-Suite
Agile
Culture
… and you are here
Oversight
Long Termism
Sponsorship
Commitment &
Prioritization
Values, beliefs
Competencies
Org Structure
Compensation
Vision, Alignment
Case for Change
Accountability
Transparency

29. Tactical: Strategic:
• Incremental, eg. modest
improvements
• Emergent, eg. trajectory is
sketched but course corrections
are expected
• Foreseeable and
predictable
• Highly ambiguous and
dynamic
• Project-specific • Enterprise-wide. Portfolio and
Program driven
• Minor or no minor
culture shift
• Major culture impact
• Single silo • Cross-functional dependency
• Short term (< 1 year) • Multi-year (eg 3-5 years)
29
Tactical or Strategic — Characteristics

30. 


Tactical
Big Tactical
Strategic
Another way of thinking aboutTactical & Strategic
30

31. Let’s look
at a case

32. Strategic Objectives:
• Identify leads
• Target marketing
• Deepen relationships with
profitable customers (cross
sell / market)
• Increase customer retention
through improved customer
service
• Integrate with supply chain
(purchase orders, invoicing,
inventory, etc)
Customer Relationship Management (CRM)
32

33. Implementation:
1. CRM review, selection and vendor contracting
2. CRM system installation and customization
3. Data migration
4. Business Process Re-engineering
5. Organization Alignment (culture shift, organization design,
compensation plan review)
6. Training and support
Customer Relationship Management (CRM)
33

34. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
34

35. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
35

36. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
36

37. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
37

38. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
38

39. Who is involved in a CRM project?
CEO
Operations
Call Center
Marketing Sales IT Finance
39

40. It’s not just a process change:
Lone wolf
Manual
Competitive
Autonomous
Opaque
Change Impacts of CRM
40

41. It’s not just a process change:
Lone wolf
Manual
Competitive
Autonomous
Opaque
Pack
Systemized
Collaborative
Accountable
Transparent
41
Change Impacts of CRM

42. It’s not just a process change:
Lone wolf
Manual
Competitive
Autonomous
Opaque
Pack
Systemized
Collaborative
Accountable
Transparent
• Org Change
• Individual
change
42
Change Impacts of CRM

43. Tactical: Strategic:
• Incremental, eg. modest
improvements
• Emergent, eg. trajectory is
sketched but course corrections
are expected
• Foreseeable and
predictable
• Highly ambiguous and
dynamic
• Project-specific • Enterprise-wide. Portfolio and
Program driven
• Minor or no culture shift • Major culture impact
• Single silo • Cross-functional dependency
• Short term (< 1 year) • Multi-year (eg 3-5 years)
43
Characteristics of a CRM case

44. Survey says?
www.tv.com

45. Thank you!
Gail Severini
Symphini Change Management Inc.
gailseverini@symphini.com
416-845-3040
www.symphini.com
ca.linkedin.com/in/gailseverini/
@gailseverini