Mastering the Critical Components to Effective Change Management 2016

North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 2
Session Description: Understand the Critical
Components to Effective Change Management
Regardless of where your organization may be on the maturity
spectrum of shared services, change is a constant, and the ability to
manage change as part of your day-to-day operations is crucial to
ensure the cultural transformation needed for execution and growth.
During this workshop we demystify change management and
employee engagement techniques by exploring the practical
applications, tools and latest practices.
Attend this workshop to:
 Learn how to enable on-going change for sustainable support and business results
 Manage cultural changes while keeping employees engaged/motivated
 Understand cross-cultural considerations in managing expectations
 Master ongoing communication that is relevant and resonates with stakeholders and employees
 Gain an improved understanding of change management
 Receive practical tools or ideas that can be implemented after the conference

Chazey Partners Profile
Shared Services Concepts
Change Management Concepts & Case Studies
Change Management Models
Clients, Consumers, Stakeholders
Wrap Up

North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 44North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016
SHARED SERVICES BUSINESS TRANSFORMATION ENTERPRISE WIDE SECURITY
End-to-End solution: From
assessment to implementation
Optimization & Rebooting
Outsourcing Assessment
Technology Enablement
Global Business Services
Robotic Process Automation
(PRA)
Coaching
OUR SERVICE OFFERINGS
Organization Design
Staffing Services
M&A
Technology Enablement
Business Continuity Planning
Audit Services
Cybersecurity
Operational Security
Business Continuity Planning
GLOBAL MANAGEMENT CONSULTING & ADVISORY SERVICES
Who We Are

Background: Founded 2006 • Global offices headquartered in California • Over 50 full-time and 70 specialist
resources
The Chazey Difference: Continuity of staff • Practitioners first • Knowledge transfer • Engage client in transformation
• High quality service to the customer
Who We Are

OUR CLIENTS
WHERE WE COME FROM
Who Have We Worked With

Activity 1: Goals for the Workshop
At your tables
 Designate note taker/speaker
 Introductions – name, title/role and organization
 Share your goal for the workshop
 Each group share 1-2 goals
10 minutes
please

Wrap Up

•Simply a service that is shared
shared
services
•Leading practice shared services: Treats the internal client as if they were an external client.
Shared
Services
•Provides non-core services to the “business”, employing a specialist team, geographically
unconstrained, and focusing on the requirements of the internal client. This involves a
philosophy and approach totally unlike traditional “corporate-driven” centralization.
Definition
•Has the goal of providing high quality, non-core, but mission critical services (which can include
both repetitive common processes and more specialized professional services) to the business at
lower cost and more efficiently than the business could otherwise provide for itself.
Goal
•Achieves cost savings and higher quality of service by leveraging organizational re-alignment,
economies of scale, technology, lower cost locations, standardized end-to-end processes and
best practice.
How-To

North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 10North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 10
Client
• Service orientation in place
• Structured way of dealing with customers
• Customer satisfaction levels understood
• SPAs in place
• Reality versus perception
• Account management
Process
• Standardized, controlled & repeatable activity
• Processes documented with clear roles & responsibilities
• Agreed service deliverables at consistent quality
• Benchmarking – internal/external
• Metrics: input, operational & output KPIs
Technology
• ERP implemented
• Document Scanning Solution
• Workflow
• Automated Payments
• Elimination of Side Systems
• Self services tools
• Automated Score Cards
People
• Skilled Leadership in place – do not compromise on
competencies
• Team shape & stability – process shaped/spans of
control/staff – perm v temps
• Team members – culture, values & behavioral competencies
assessed
• Team morale, reward & retention
• Working environment conducive to team working

Clients, Consumers & Stakeholders
Wrap Up

Change Management Overview
 Change is personal, affects you individually and benefits the organization
collectively. “What’s in it for me?”
 Shared services (as with many other similar programs) is about
transformation, about continuously looking at your processes, policies,
technology and ways of working together with the best skills and people
available.
 Being successful with “Change Management” actually requires there to
be an actual change. Maintaining the status quo means you haven’t
changed anything!
 This is all about “doing things differently”

 Effective transition - maintain business
stability/minimise business disruption
 Delivery of the business case
 Increased efficiency, improved control
 High expectations for a higher
quality/efficiency of service
 Low tolerance for lengthy ‘stabilization’
Why Change Management? Business Expectations

Change Management vs Project Management
Implement
Install
Let’s make sure
People are actually
using the new
technology to deliver
results
Let’s just get the
technology in on
time and deliver
some training
The problem with the simple “on time/on budget” mentality of traditional project
management

Roadmap with supporting business case
•Provides framework to achieve executive buy-in & sign-off; Acts as essential control mechanism
•Key activities: stakeholder interviews, Activity Based Analysis, Leading Practices Diagnostics
Design
•Provides all templates, plans and frameworks to support actual deployment
•Key activities: Design processes & technology, plans for training, hiring & employee transition
Build
•Building processes & technology, training staff, and set-up of end-state location
•Key Activities: Configure processes, build technology, recruitment & training
Deploy
•Full operationalization of new end-state across organization with new processes and systems
•Key activities: Detailed deployment plan, testing, Service Partnership Agreements
Stabilize
•All functions fully integrated, process-orientated, client-focused, culture of continuous improvement
•Key Activities: Optimize work allocation, continuous training, comprehensive feedback review
Change Management & Phased Transformation
Change
Management is
part of all stages
of a project
…although
most work is
undertaken
through the
Design and
Build phases

Current State
Future State
Take personal responsibility
Use in Daily Work
Buy-in
Realize is good idea
Understand the change
Hear about the change
Change Management Curve: What We Think It Looks
Like

Change Management Curve: What It Really Looks Like

The goal is not to eliminate effects of change…
Managed
Change
Unmanaged
Change
Accelerating
Change
Reducing Negative
Consequences
Impact
Time
IncreasinglyPositiveGoal of a Change Management Program

“Real Life” Examples
 Government of New Brunswick Internal Services Agency
 Collaboration critical
 Danger of over-collaborating
 Coca-Cola Enterprises’ Implementation of a New SSC
 Greenfield site in Bulgaria
 Completely new approach for the company; required significant selling
 Understanding of culture impact was critical
 Recognized these points in change management approach
 Gilead new regional SSCs with process and technology changes
 Standardisation from a different starting place!
 Individual market cultural considerations, varying levels of development
 Iowa State University System with multiple cultures between campuses
 Natural tension between Board of Regents and individual universities
 Interior Health created from amalgamation of 18 former entities
 Impacted staff need to know (i) job responsibilities, (ii) pay, (iii) supervisor; otherwise challenged to hear
other aspects of strategy, goals and planning
Need to
constantly “sell”
the change

Activity 2: Change Management Successes &
Challenges
At your tables – same groups as Activity 1
 Designate note taker/speaker
 Share an example of an effective change management tool or practice in
your organization
 Share a change management challenge (actual or potential) from your
current project
 Choose 1 or 2 of the challenges to share with the entire group
10 minutes
please

Wrap Up

 Change Management is critical to success
 Our experience confirms that an early focus on change management is essential to develop, secure and maintain
Sponsorship and Stakeholder buy-in
 Successful change management addresses the human elements throughout the development of a robust Shared
Services model including:
 Communication Plan
 Stakeholder Management
 Employee transition
 Process Design
 SSO Enabling Technologies
 Shared Services Organization
 Client Interaction Framework (CIF)
 Governance approach
 Training
 Hiring
 Shared Service office/facilities
Change Management Models: Chazey Approach

• ADKAR – the milestones an individual must achieve for the change to be
successful: sequential and cumulative
• ADKAR can help you plan effectively for new change or diagnose why a
current change is failing
Change Management Models: ADKAR Model by Prosci

Kotter suggests that for change to be successful 75% of
management needs to “buy into” the change
Many change projects fail because victory is declared too early
Change Management Models: Kotter’s 8-Step
Change Model

Wrap Up

Four C’s of Engagement/Change Management
Communication You own the message, generally one-way information transfer
Consultation Recipient can influence/impact message, but you have ultimate
veto/decision
Collaboration You do not control or ultimately own the final outcome; you
agree to accept with the outcome and direction decided by
majority
Consensus Collaboration with all participants having a veto
 Be clear on your intent/purpose
 All of these can be appropriate depending on issue and audience
 Public sector organizations tend to favor consensus, but hard to
keep everyone happy, so this environment can be change
adverse

Clients, Consumers, Stakeholders: Comparison
Parameter Clients Consumers Stakeholders
Key Word • Collaboration • Communication • Consultation
Direction • Bi-directional • One direction (at a time) • Bi-directional
Interact with process • Directly • Directly • Indirectly
Awareness of their impact
on process
• Medium-to-high • None-to-little • Depends on role
Special characteristics • Can work in partnership with
provider to improve process
• Influenced by consumers
• Generally high volume and does not have
direct control over process
• Service to this group is often core to
mission of organization
• Can have veto (official
or unofficial)
• Influenced by clients
and consumers
Metaphor • Uncontrolled intersection • Divided highway • Traffic light
Identify your
clients, they are the
fulcrum to enable
change

Activity 3: Classify as Providers, Clients, Consumers, Stakeholders
Assume that you are the manager of students services:
Your direct reports
Faculty member
Students
Administrative manager in school
Dean of School
Assume you are the manager of payroll services:
Your direct reports
Salaried staff
Faculty member
Administrative manager in school
HR Benefits advisor
CHRO
Executive
Union steward
HRIS manager
Dean of school
Community representative
 Provider
 Stakeholder
 Consumer
 Client
 Stakeholder
 Provider
 Consumer
 Stakeholder
 Client (provides input to payroll) or provider (within end-to-end process)
 Client
 Stakeholder
 Stakeholder
 Stakeholder
 Stakeholder
 Stakeholder
 Stakeholder
Now consider who will have the most influence over how you do
your work and whether service provision is successful.
• If you say everyone, you will not have anywhere to start
• Clients are the fulcrum
• Even with a strong mandate from stakeholders, clients can
“walk slow”
• Clients make decisions on behalf of consumers
• Stakeholders generally rely primarily on the assessment of
clients, secondly on feedback from consumers
• Clients can work in partnership with provider
• In this example, work with your colleagues in HR and the
administrative managers to optimize and improve processes
Open Forum Exercise

Wrap Up

1. Change is personal
2. Four C’s of engagement/
change management
3. Identify your different
audiences
4. Maintain a practical, not
theoretical, approach Leverage our Experience
for Your Success

www.chazeypartners.com
enquiries@chazeypartners.com

Mastering the Critical Components to Effective Change Management 2016

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Mastering the Critical Components to Effective Change Management 2016