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The Change Landscape

Dan Olson's presentation on the change management landscape to Cargill's Global Change CoP 2/20/14
by

Dan Olson

on 9 April 2015

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Transcript of The Change Landscape

Trends & Tools
CHANGE MANAGEMENT
Why Me?
DanO's Story
STAR
Collaborative
Trends
MNCMN
Application
Top Tools
I have a unique view on Change Management due to my roles as a:
"GSD" Change consultant
Consulting/staffing matchmaker
Network weaver
My life in change management
Trauma junkie
Street-level view of change
The Costco version of match.com for talent
Welcome to the gig economy
We're deploying CM practitioners, but everyone's responsible for change
A selfish gathering of friends
Karma vs. Benjamins
A rising tide lifts all ships
Doing more with less
CM is hot!
Certifications, learning & sharing
The Gig economy
CM vs.OD
Secret Coaches
Fighting for mindshare
Unlearn!
Upworthy
Power of Community
Be the calm in the storm
Covert vs. overt
Create and leverage heat maps
Karma works
"Only 55% of change projects are initially successful, and only one in four are successful in the long run."
~Towers Watson 2013 Change and Communication ROI Study Report
The CHANGE LANDSCAPE:
Current Trends & Tools for Leaders
Cargill Change CoP
Presentation
February 20, 2014
by Dan Olson
bit.ly/ChangeCoP
about.me/danielscotolson
"You want my life story?
...First, I was born. Which goes without saying."
~Bugs Bunny in 'What's Up Doc?'
THE STAR
VALUES
MANIFESTO

Transparent
Disruptive
Abundant
2013 Inc 500/5000 awards:
#137 Inc 500
#1 Top 100 HR Companies
#2 Top 100 MN Companies
#2 Minneapolis Metro Area
2013 Inc. 500/5000 awards:
#137 on Inc. 500
#1 Top 100 HR Companies
#2 Top 100 MN Companies
#2 Minneapolis Metro Area
2013 Minneapolis/St. Paul Business Journal's Fast 50:
#8 fastest-growing MN company
120-160 consultants actively deployed
Direct hire or contractor
Core areas: project management, change management, BA, IT, developers
Purple squirrels, ninjas, gurus, & Jedi
5-10 CM resources
STAR Collaborative
There is a growing need for change management professionals in the Twin Cities area due to a high concentration of Fortune 100 companies who embrace change management.

The MNCMN seeks to build a robust change management ecosystem that:
Nurtures and develops change management talent
Creates a recognized and accepted progression of change tools and skills, and
Ultimately powers a talent pipeline for consultants to find the right change management opportunity and for companies to find the right talent.
Minnesota Change Management Network
MNCMN
Launched 1/16/14
v 2.0
Trends
Trends
Companies are doing more with less
Trends
CM is hot!
Trends
Welcome to the Gig Economy
Trends
GSD Style of Change Management
Trends
Secret
Coaching
Trends
Power
of
Community
Change is growing in its importance as a valued and sought-after discipline
ACMP is developing global change management standards and ceritification
Now what?
Be the calm in the storm
Covert vs. Overt
(Be Batman, think Superman)
Now what?
Create and leverage heat maps
Now what?
Karma works.
Now what?
Be stealthy
Cross-pollinate
Be an ambassador
Change language
Leave the system better than how you found it.
Why Change
Management?

PM drives a project, CM makes it stick
Get the system/process/people ready
The difficulty and costs of change
What happens when change is ignored?
DanO's top ten tools for change Illuminati
Q & A
Stop and Share
Eureka!
Time Out!
The CHANGE LANDSCAPE:
Current Trends & Tools for Leaders
Cargill Change CoP
Presentation
February 20, 2014
by Dan Olson
bit.ly/ChangeCoP
bit.ly/ChangeCoP
Why Change Management?
Each of your projects have simple
change management goals:
Get the organization ready, and
Make it stick.
~ adapted from The SAP Organizational
Change Management Toolkit
The best business processes are ineffective if people in the organization do not understand and follow them.
The best technology in the world is inadequate if people in the organization do not use it.
Financial objectives are at risk if the people in the organization don’t understand their roles
Make sure personnel challenges don’t get in the way
Change Management: Best Practices
Prosci's 2012 Benchmark Report on change management
Key concepts:
Greatest Contributors to CM success
Greatest Obstacles
What to do differently on the next project
Change Management Trends
The Difficulty and Costs of Change
The difficulty of change
The cost of change
PAY NOW OR PAY LATER
There are costs no matter when you react to change.
The trick is minimizing them.
Turnover of valued employees
Passive resistance
Lower productivity
Arguing about the need for change
Active resistance
Disinterest in the current or future state
More people taking sick days or not showing up
Changes not fully implemented
People finding work-arounds
People revert to the old way of doing things
The project being scrapped
‘Us’ and ‘Them’ mentality
Prosci: What happens when change is ignored?
image: google
“It's not so much that we're afraid of change or so in love with the old ways, but it's that place in between that we fear . . . . It's like being between trapezes. It's Linus when his blanket is in the dryer. There's nothing to hold on to.”

~Marilyn Ferguson
Certification
Learning
Sharing
“The illiterate of the 21st Century are not those who cannot read and write but those who cannot learn, unlearn and relearn.”
~Alvin Toffler
Trends
The
Upworthy.com
Effect
What if everyone who reacted negatively to a Super Bowl ad knew the facts? They'd learn this.
Meet the guy who's inspired millions with his raw, beautiful portraits.
These kids were learning how to build websites - on PAPER. Until The Internet stepped in.
A 16-year-old explains why everything you thought you knew about beauty may be wrong. With Math.
If Barbie dolls could talk, they'd tell you that they wouldn't be able to walk upright.
Now what?
STOP AND SHARE
1) Which of these trends have you experienced in your department, business unit or division?
2) What is the most exciting?
3) What is the most troubling?
4) Why?
Tools
The Buckets of Change
Tools
Current /Future State Definitions
Date:
Date:
Tools
Key Role Map: Who's Who?
Tools
Change Curves
Tools
Combo Platter 1
Date:
Date:
Tools
Combo Platter 2
Add the change curve to the key role map audiences...
Add the change curve to the current/future state definitions...
Tools
Behavioral Anchors
Define: What does good & bad look like for each audience?
Tools
Culture Assessment
Detail what changes need to be made to move from current to new.
6
Determine effective ways to move stakeholders to appropriate level of support.
5
Identify key individuals’ roles in change (block it, watch it, help it, make it happen)
4
Detail what changes need to be made to move from current to new.
3
Evaluate the current culture (behaviors, attitudes, contributors, detractors, watchers).
2
Identify the new desired culture you are trying to create.
1
Watchers
Future Culture
Current
Culture
Behaviors &
Attitudes
Contributors
Detractors
Tools
Communication Plan:
Message Framework
Features:
Talking points or detailed messages about the benefits in the language of the audience.
Benefits and Attributes:
Key messages about what the project offers from the point of view of the audience.
Audiences:
What interests each audience listed in the key role map?
Twitter-Sized Description:
Key words or phrases that makes this project important.
Positioning:
What is the burning imperative of this project? What does future state look like?
Tools
Communication Plan:
Message Vehicles
STOP AND SHARE
1) What might work in your situation?
2) Which of these applications have you seen work successfully?
3) What do you want to learn more about or pay attention to?
Tools
Levels of change
Three levels of change:
Transactional
(Office 2007 to 2010)
Operational
(adding additional responsibilities to someone's job)
Transformative
(large scale reorg, new ERP system)
5-10%
10-15%
15-20%
Q & A
bit.ly/ChangeSoP
bit.ly/ChangeCoP
bit.ly/ChangeCoP
bit.ly/ChangeCoP
bit.ly/ChangeCoP
bit.ly/ChangeCoP
Full transcript