A working change management framework

CHANGE GONE RIGHT.
DONE
MANAGED?
© 2 0 1 3 E r j a K l e m o l a
Can change be managed? …. Or is it more like guiding people through the waves of…..
OK, that’s a different story…
One success story of

© 2 0 1 3 E r j a K l e m o l a
A working framework
Regardless of the topic or area of the
change, this framework works!
It was created during an ICT
implementation but has since been proven
in action in process development as well.
A
comprehensive
framework /
tool /
checklist
for managing
people through
change
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a© 2 0 1 3 E r j a K l e m o l a
Change is driven by STRATEGY and BUSINESS
ARCHITECTURE
TIMING and
INTEGRATION
of phases is
driven by the
ORGANIZA-
TIONAL
READINESS
FOR CHANGE
CHANGE
MANAGEMENT
COMMUNI-
CATION
HUMAN
RESOURCES
PROJECT MANAGEMENT
The framework

The framework
 The framework combines elements from
 and binds them together with organizational
readiness for change
 My claim is that, all of these elements together ensure
the success of any change program.
 Strategy and Business
architecture
 Change management
 Communication
 HR
 Project management
The main objective is to take people into consideration in all actions.

© 2 0 1 3 E r j a K l e m o l a
The role of strategy and
business architecture
 Every change program must be supported by the
business strategy and have validation from the top
management ~self evident
 Every change program must be validated and
checked against the business architecture
 a change program, which doesn’t fit the company’s culture,
information architecture, technology or system architecture
shouldn’t exist…unless those issues are dealt with first.
© 2 0 1 3 E r j a K l e m o l a
Strategy Readiness Change management Communication HR Project managementLoading change…

© 2 0 1 3 E r j a K l e m o l a
The role of strategy and
business architecture
 Compliance with the strategy and business
architecture ensures that the project gets the resources
and respect it deserves.
 Given resources ensure that change management,
communication, HR and project management can be
executed with the quality the organization deserves.
 Strategy and business architecture are the starting point
and fuel for a successful change program.
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a
The role of organizational
Yeah, sounds
simple, but how
do I know?
 Here’s the tricky part ~ managing any change
program is impossible, if the people are not willing to
play along.
 Any change program must be timed, so that the
people have adequate time to adjust and learn the
new skills they must possess in order to act according
to the changed ways.
 TEST & MEASURE!
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a
Testing organizational
 Assuming things is rarely the same as knowing.
First of all,
people may act
completely differently
during a change situation
than they do in the daily
grind. It would be ”not so
smart” to assume that
laid back people remain
that way when facing a
change situation.
Creating a test for
organizational
and repeating it
throughout the
program gives a
clear view of the
progress.
Examples of tests can be found
in Change Management books
e.g. B. Senior; Organizational
Change
With this gained
knowledge, timing
the phases of the
program and
applying corrective
measures becomes
easy! These tests
should be a part of
each Change and/or
Project Manager’s
tool box.
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a
Role of change management
 Change management theories and practices give
crucial knowledge and tools into the ways people can
be lead through change ~However it’s not the same,
which theory should be used in which situation
 The direction, speed and organizational readiness for
change give advise on, which theory to choose:
Organization is learning and
adaptive by culture ~try
theories for transition, which
emphasize people involvement.
e.g. R. Lücke; Managing Change and Transition
The change comes suddenly and
is induced by outside forces
~try theories, which emphasize a
quick ”unfreeze” beginning.
e.g. J. Kotter; 8-steps / K. Levin; Change
Management Model

© 2 0 1 3 E r j a K l e m o l a
Role of change management
 The role of the chosen change management theory is
to guide the manager through the most probable
sequence of events
 It helps to gain commitment, engage people and mobilize
their energy ~prepare to become adaptive
 It helps in celebrating success ~big or small ~at the right
time
 It helps in monitoring and adjusting the speed and direction
of the change program

© 2 0 1 3 E r j a K l e m o l a
Role of communication
 It’s common knowledge, that a message
should be formulated based on the
target audience and based on the
wanted reaction. ~right?
 So, why do we keep sending the same
messages in a mass e-mail?
 Are on-line collaborative tools, where
everyone can see the same message at
the same time, only confusing us?
When you
don’t / can’t
get your
message
across, is it
because
a) your audience
doesn’t
understand
b) your message
isn’t clear
enough?
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a
COMMUNI-
CATION
HUMAN
RESOURCES
~No, collaborative tools are not confusing, if everyone knows
their position and role in the change.
~If they don’t, any form of communication will be confusing!
Start with getting the right resources.
It’s a joint effort with your HR
department.

© 2 0 1 3 E r j a K l e m o l a
 To formulate a message, so that it
provokes the required action:
 Use RACI (PMBok) to identify the target.
 Use the CSmatrix (van Leeuwen, Winkel, Dijkstra; Mission,
Vision, Strategy) to figure out what to say.
 Use change readiness measurements to
plan, how much time the target needs to
understand the message.
Getting complicated? It’s not! Just try!
OK, now I have
my resources.
What’s next?
How do I get my
message
across?
a) formulate
your message,
so that you get
the response you
need
b) do it at the
correct moment
© 2 0 1 3 E r j a K l e m o l a

© 2 0 1 3 E r j a K l e m o l a
1. RACI divides people into target
audiences ~if you need to inform, keep
the message simple for the receiver.
2. Your staff is ready for the change
~they are in transformation so a days
notice is enough.
3. The CSmatrix instructs to engage
people by showing appreciation and
relating to them ~would work for you,
right?
Character Purpose Expression
Engage Appreciate Relate
Merge Unify Realise
Embed Materialise Produce
RACI
Responsible people to Consult
Accountable people to Inform
Here’s a quick example of using the 3 dimensions:

© 2 0 1 3 E r j a K l e m o l a
Role of HR
 The role of HR and talent management comes in form
of
 Picking the correct team to run the program
 Ensuring that all people have the qualities needed and that
their talent is noticed
 Managing everyone’s expectations
 Minimizing all other HR related issues e.g. reduction or other
stress increasing actions ~especially in bigger changes
 Maintaining sufficient recovery times for everyone
 For example, tracking and reporting about increase in sick leaves

© 2 0 1 3 E r j a K l e m o l a
 Any good development team consists of
people with different backgrounds ~self-
evident
 Any good development team consists of active
and contributing people with enough
confidence to stand their ground ~unless you
want design by committee..
 Hence, any good development team consists of
people with different ego states. (E. Berne)
So, how do I or
anyone know,
who are the
correct
people?
© 2 0 1 3 E r j a K l e m o l a
Role of HR

Nurturing Parent who
sooths out any disputes with
his/her sympathetic nature; is
helpful and kind towards
everyone.
Controlling Parent
who keeps the group active;
is bossy, demanding and
sometimes rigid.
Adapted Child
whose defensiveness and
arrogance is often labeled as
resistance to change. This one
is the most defensive.
Free Child
who throws the wildest ideas,
makes the jokes, keeps the
energy levels high and is the
artist of the group.
Adult
The organizer,
facilitator and realist.
Role of HR

© 2 0 1 3 E r j a K l e m o l a
Role of project management
 Even the project management method has to fit the
organizations strategy and culture; we cannot force
an agile company to handle a project run with a
waterfall method. There will be despair, which will be
labeled as resistance to change but is merely
boredom.
 The test & measure –rule goes for this as well. The
pace and schedule of the project should be set by the
organizational readiness to adapt.

© 2 0 1 3 E r j a K l e m o l a
Role of project management
 When securing resources for the project team, hire
enough people to handle the change management
and communication issues ~especially, if you’re
responsible of an ICT project.
 Developing a software and taking care of peoples’
happiness and possibility to adapt, can rarely be
handled at the same time by the same person.

T h i s p r e s e n t a t i o n w a s w r i t t e n a n d c r e a t e d b y
E r j a K l e m o l a , w o r k i n g a s a n I C T A d v i s o r f o r S o f i g a t e O y
Conclusions and last words
Running a change program is not easy and straightforward. It
requires plenty of testing, following-up and careful people
selecting. Sometimes picking and choosing is not even possible.
Sometimes time will the main constraint and taking all this into
consideration will be impossible. But even then, make sure you
don’t label normal behavior as resistance to change ~maybe
the people are simply reacting to your actions.
So the next time, you’re facing a difficult project, go back to
slide 4 and use it as a checklist. Did you really do it all?

A working change management framework

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