Managing Organizational Change: A Practical Toolkit for Leaders

305 Pages·2014·2.611 MB·English

by  Helen Campbell

i
Praise for Managing
OrganizatiOnal
Change
“Having a great strategy is only one element to gaining a competitive advantage;
understanding how to manage the resulting change into your company is equally
important. Every organization is different; what works for one will not work for
another and it is often difficult to understand why and what should be done about it.
The truly practical tools in this book will help experienced leaders looking for ideas
to jump-start their change initiatives and those starting to build change capability
for the first time. In the same way that other landmark books have turned out to be
a timeless resource for managers, this book will become the guide for leaders to
assess and build change capability for their organizations.”
Caroline Perkins, Co-founder and President, Change Management Institute
“They say a picture paints a thousand words. Well this book has both. It is
professional, sophisticated yet practical and easy to follow and understand.
Change is about action. Not careless, reckless, thoughtless action but coordinated,
well-orchestrated well-led plans. This book will help any leader or aspiring leader
become a successful change agent.
Charles Darwin said… ‘It is not the strongest of the species that survives, nor
the most intelligent that survives. It is the one that is the most adaptable to change.’
The same can be said about businesses or teams. Helen’s book will help ensure
you and your team SURVIVE!”
Pat Meyer, CEO, ICNet International
“This book is easy to read, presenting clear practical application grounded on
sound theoretical perspectives. It is thought provoking and fully engages the reader
whether novice or expert. It is equally well placed to support practical implementation
or academic study.”
Dr Alan R Dowler PhD BSc MBPsS, Senior Lecturer, Cardiff School of Social
Sciences, Cardiff University
“This book is an essential guide to navigating the complex and challenging subject
of organizational change. Managing Organizational Change is a no nonsense
approach that challenges leaders to think through what it takes to change their
business; to anticipate and drive beyond the lip service to change that change
managers often encounter. It provides a clear and easy to follow framework, richly
illustrated by case studies and examples that guides you through the organizational
change process.”
Ira Blake, author of Project Managing Change, and co-lead of the Change
Management Institute UK
ii
“Managing change is the Holy Grail for every organization. The path to successfully
managing the benefits is all too often skewed by the people factor. Helen Campbell
simplifies the complexity of managing change. Based on her years of experience
she provides a practical and easy to apply approach and set of tools for tackling
organizational change, including its traps of which the most diverse and difficult is
the issue of managing the people involved or affected by change, all the while
keeping an eye on a successful and profitable project outcome, moving the
organisation forward.”
Dr Janet V Cole, PhD, Principal Lecturer, Field Leader for Computing
Studies, Kingston University
“This book is a ‘must read’ for anyone seeking to avoid the common pitfalls
that cause so many organizational changes to fail, as it brings much needed clarity
and structure to this subject.”
Simon Ewin, Business Director, Chartered IT Professional,
Telecommunications company
“An excellent read! A simple and powerful collection of practical and pragmatic
frameworks that will help managers and leaders successfully implement change.”
Suzanne Murray-Prior, Director, Change Management, Large consulting firm
“This is a really top-notch read. It is great that it starts by making the proposition
that the business of change management needs to make a change itself – as the
history of unsuccessful change programs is not a pretty one. The book is also very
effective in developing a case and a roadmap for change that will resonate at the
C-level because it makes the compelling connection between effective change and
the return to the company’s shareholders.”
Paul Kell, Chairman, KickStart Thailand
“Helen’s book is one of those rare times that a successful practitioner finds time
to share their tips and techniques on how to manage organisational change well.
It answers all those nagging doubts – that anyone has who has either initiated
or been on the receiving end of change – as to ‘whether there is a better way?’.
It does so clearly, honestly and with that hard-to-find blend of pragmatism and
theoretical strength.”
Amanda Morgan, General Manager, Financial Services, ASX 100 company
iii
Managing
organizational
Change
iv
THIS PAGE IS INTENTIONALLY LEFT BLANK
v
Managing
organizational
Change
A practical toolkit for leaders
Helen CAmpbell
KoganPage
london philadelphia new delhi
vi
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book
is accurate at the time of going to press, and the publishers and author cannot accept
responsibility for any errors or omissions, however caused. No responsibility for loss or
damage occasioned to any person acting, or refraining from action, as a result of the ma­
terial in this publication can be accepted by the editor, the publishers or the author.
First published in Great Britain and the United States in 2014 by Kogan Page Limited
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as
permitted under the Copyright, Designs and Patents Act 1988, this publication may only be repro­
duced, stored or transmitted, in any form or by any means, with the prior permission in writing
of the publishers, or in the case of reprographic reproduction in accordance with the terms and
licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent
to the publishers at the undermentioned addresses:
2nd Floor, 45 Gee Street 1518 Walnut Street, Suite 1100 4737/23 Ansari Road
London EC1V 3RS Philadelphia PA 19102 Daryaganj
United Kingdom USA New Delhi 110002
www.koganpage.com India
© Helen Campbell, 2014
Cycle of Change is the Trade Mark of Catalyst Business Solutions Pty Ltd.
The right of Helen Campbell to be identified as the author of this work has been asserted by her
in accordance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 7083 8
E­ISBN 978 0 7494 7084 5
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Campbell, Helen.
Managing organizational change / Helen Campbell. – 1st Edition.
pages cm
ISBN 978­0­7494­7083­8 (pbk.) – ISBN 978­0­7494­7084­5 (ebk.) 1. Organizational change.
2. Leadership. I. Title.
HD58.8.C32156 2014
658.4’06–dc23
2013049652
Typeset by Graphicraft Limited, Hong Kong
Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY
Contents
Contents vii
Introduction 1
01 5
It’s not working! 5
The project team and the business don’t get on 8
Poor change disrupts the business 9
Poor return on investment 10
02 13
The cycle of change 13
3.1 17
Culture to change 17
Assess your culture 20
External cultural forces 21
Internal cultural forces 22
Culture traps 25
Culture tips 28
vii 3.2 33
Capacity to change 33
People 35
Time 39
Money 39
Contents Equipment and physical resources 41
Resource strategy 41
Capacity traps 43
Capacity ideas 46
3.3 55
Commitment to change 55
Commitment traps 61
Commitment tips 64
3.4 76
Capability to change 76
Organizational change skills 78
Change capability and competitive advantage 81
Capability strategy 82
Introduction: Dear Reader 1 Capability traps 87
Capability tips 90
4.1 98
Direct the change 98
1 it’s not working! 5 WWhhey raer ea rwe ew geo ginogin tgh?e re and why n9o9w? 103
How will we get there? 104
The project team and the business don’t get on 8 Direct traps 109
Direct tips 113
4.2 122
Poor change disrupts the business 9 Drive the change 122
Driving skills and attributes 129
Poor return on investment 10 Drive traps 133
Drive ideas 136
4.3 145
Deliver the change 145
Project programme and portfolio management 148
2 The cycle of change 13 Project manager 150
Project team 151
Delivery governance 153
Deliver traps 156
Deliver ideas 160
3.1 Culture to change 17 4.4 168
Prepare for the change 168
Preparing your people 169
Assess your culture 20 Preparing your environment 172
Change management 173
External cultural forces 21 Change manager 175
Prepare traps 180
Prepare ideas 184
Internal cultural forces 22 4.5 194
Propagate the change 194
Culture traps 25 Making new behaviours stick 198
Measuring whether the change has stuck 203
Propagate traps 208
Culture tips 28 Propagate tips 212
4.6 219
Profit from the change 219
Benefits 220
3.2 Capacity to change 33 PMraendaicgtiinngg bsuecnceefistss 222234
Benefits management process 228
People 35 Profit traps 233
Profit ideas 237
05 245
Time 39 What next? 245
Cycle of Change Model mapped to Kotter’s eight steps29 250
Money 39 Cultural assessment 251
Capacity assessment 259
Commitment assessment 260
Equipment and physical resources 41 Capability assessment 262
Elevator pitch 264
Resource strategy 41 Driver checklist 265
Delivery governance maturity assessment 268
Impact assessment and change strategy 270
Capacity traps 43 Planning to make change stick 272
Planning to profit from the change 274
Capacity ideas 46 Action planning 276
3.3 Commitment to change 55
Commitment traps 61
Commitment tips 64
3.4 Capability to change 76
Organizational change skills 78
Change capability and competitive advantage 81
Capability strategy 82
viii Contents
Capability traps 87
Capability tips 90
4.1 Direct the change 98
Where are we going? 99
Why are we going there and why now? 103
How will we get there? 104
Direct traps 109
Direct tips 113
4.2 Drive the change 122
The driver 124
Driving skills and attributes 129
Drive traps 133
Drive ideas 136
4.3 Deliver the change 145
Project programme and portfolio management 148
Project manager 150
Project team 151
Delivery governance 153
Deliver traps 156
Deliver ideas 160
4.4 Prepare for the change 168
Preparing your people 169
Preparing your environment 172
Change management 173
Change manager 175
Prepare traps 180
Prepare ideas 184
4.5 Propagate the change 194
Making new behaviours stick 198
Measuring whether the change has stuck 203
Propagate traps 208
Propagate tips 212
Contents ix
4.6 Profit from the change 219
Benefits 220
Predicting success 223
Managing benefits 224
Benefits management process 228
Profit traps 233
Profit ideas 237
5 What next? 245
Appendix 1: C ycle of Change Model mapped to Kotter’s eight
steps 250
Appendix 2: Cultural assessment 251
Appendix 3: Capacity assessment 259
Appendix 4: Commitment assessment 260
Appendix 5: Capability assessment 262
Appendix 6: Elevator pitch 264
Appendix 7: Driver checklist 265
Appendix 8: Delivery governance maturity assessment 268
Appendix 9: I mpact assessment and change strategy 270
Appendix 10: Planning to make change stick 272
Appendix 11: Planning to profit from the change 274
Appendix 12: Action planning 276
Notes 279
References 281
Index 285
Online resources to accompany this book are available from
www.koganpage.com/managingoc