Successfully managing a complex portfolio of change - Accenture

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1 Journey Management Successfully managing a complex portfolio of change By Teri Babcock, Adam Riley and Elizabeth Wagner

2 Statistics show that the vast majority of organizational change initiatives underperform, or even fail to produce their intended value. And the situation is getting more challenging all the time: changes come more rapidly and have longer-term impacts. Companies are typically managing, not just one initiative, but a complex portfolio of change as part of a larger, enterprise-wide transformation. 2

3 Managing change is also more difficult because This paper looks at how major companies have employees increasingly work across multiple successfully driven large-scale organization functions; in such a matrixed organization a manager transformations and change programs through may have direct responsibility for some employees a discipline called journey management. Using but only indirect influence over others. As work extensive case studies, the paper details the phases processes increasingly cross multiple functions of an of a successful journey management program and organization, resulting in the sharing of applications explores several keys to success. and tools, better transparency and stricter controls over the use of information is also important. 3

4 Introduction The challenge of managing transformational change Strange to say, but the era when organizations could focus on managing a Finally, change fatigue can set in for a workforce buffeted by the demands made Real-life experiences single organizational change initiativeas on them by successive changes thrown at tough as it might have beennow seems them over an extended period of time. The This paper provides an overview of the almost like a luxury. Today, industries, business needs to be able to assimilate the processes and approaches which, based technologies and markets move at such a scope and depth of change required across on Accentures experience, can help paceand challenges are so complexthat these multiple change programs at a very organizations increase the probability many organizations are managing multiple personal, employee level. Organizational of successful long-term organizational programs running concurrently as part of change affects people both professionally transformation. The discussion of general more sweeping organization transformations. and emotionally. points about journey management methodologies and tools is augmented by This sense of a portfolio of change Add it all up, and one can understand why case studies to illustrate how methods are programs with an ever-expanding impact the track record on delivery of benefits used in real-life instances. on the enterprisechange resulting in from long-term change programs is often even more changerequires management dismal. Various studies have suggested that One major case used throughout our approaches and tools beyond traditional as many as 60 percent to 70 percent of discussion is the success story of a change management competencies. Typical large-scale change programs fail to achieve significant, multi-year journey of change activities such as communications and their intended benefits. undertaken by the IT function of a global training are still relevant and can be critical energy company. The companys IT group to managing change. But if thats all youre Businesses can increase their success had a vision to move from a distributed doing, you might be in trouble. rates for change programs and improve organizational structure to one that was their overall organizational agility through more consistent across geographies and Why? a discipline Accenture calls journey business units. This would enable faster management. Journey management and better decisions, continuously optimize First, because leaders need to see to it involves processes, tools and methods business-critical processes through more not only that the portfolio of change appropriate to long-term transformational adaptive solutions, and help the business as programs progresses successfully, but change. To handle the challenge of a whole expand its global opportunities. that, simultaneously, the actual work of managing multiple programs in a change the company gets done. Customers or portfolio, journey management also Working with Accenture, and following citizens have to be served; products must includes a cross-program management a proven methodology for managing a be manufactured and shipped; operations capability (sometimes called a Journey long-term portfolio of change programs, and the supply chain need to keep running. Management Office) that provides an the company has successfully transformed The company or organization needs to stay overarching view of the companys change IT from a good service provider to a great agile and flexible even while retooling parts journey, manages the different programs in business partner, adding significant value of the business. the change portfolio (and how they relate to its business. The company has achieved to each other), and helps set an appropriate more than $1 billion in benefits from its IT Second, the overlaps or touchpoints transformation journey since its inception. pace for transformation based on the between different initiatives need to be businesss ability to absorb change. carefully managed so the organization as a whole is not stepping on itself, or Journey management, successfully planned that delays in one program do not hold and implemented, has been shown to up progress on others within the broader increase the certainty of reaching the organization transformation. Time marches desired business goals at the right pace on for each part of the change portfolio and and with fewer risks, while also creating an if one program grinds to a halt waiting for organization that is more agile and change another program to catch up, then waste, capablewith the ongoing ability to adapt to redundancy and dissatisfaction can occur. and capitalize on transformational change. 4

5 Understanding the lifecycle of change: Phases of a journey management program Traditional change management techniques should be supplemented with more strategic and comprehensive disciplines to manage a larger organization transformation program as it proceeds along the lifecycle of change (see Figure 1)from the initial identification of the drivers for change through to the delivery of the desired outcomes. Figure 1: Accentures lifecycle of change Strategic planning & visioning Preparation, mobilization, deployment Post-deployment CHANGE MANAGEMENT Managing organizational change JOURNEY MANAGEMENT Enabling system and process change CHANGE CAPABILITY Transitioning to new sourcing models Journey management Change management Change capability V isioning, planning and managing long-term Enabling organizational change related to new Ensuring that the results of change programs transformational change journeys enterprise systems and process change are sustained C oordinating multiple programs in a Transitioning to new sourcing models while E stablishing an ongoing capability to manage change portfolio minimizing business disruptions change throughout the organization 5

6 A journey management program brings For example, at the beginning of the together the best of traditional change journey the focus may be on the more management with an approach to strategic aspects of scaling and planning coordinating multiple programs within an the overall change portfolio and aligning overall change portfolio over time; it also the executive team. In later phases, supports companies in developing an ongoing, the focus might be more on making internal capability to manage change. the changes part of the enduring set of employee behaviors and on leaving behind Overall, journey management helps an a sustainable change capability and an organization implement specific initiatives organization that is more agile in its ability while also keeping it agile and able to to respond to change. respond to marketplace events. Based on our experience managing journeys The concept of managing the entire of change for multiple organizations around lifecycle of change is important; it the world, we find that a typical journey highlights the need to bring together management program consists of five phases: different aspects of change management and transformation portfolio management 1.A ssess the current environment and to deliver measurable outcomes. The drivers for change. lifecycle of change concept also underscores the fact that there is no cookie 2.Articulate a compelling description of the cutter approach to journey management. future state and vision of the organization. Executives should be aware of the unique 3.Assess the gap between the current aspects of their organizations overall state and the desired future state. journey and the make-up of their change portfolio. That understanding then supports 4.Create a journey roadmap to plan and planning and execution appropriate to prioritize activities. where each change program sits within the overall lifecycle, and which elements of the 5.Proactively monitor the journey and journey management toolbox of diagnostics change portfolio to keep the and other assets are more relevant. organization on track. The following sections of the paper provide detail and examples regarding the work generally performed within each of these phases. 6

7 1. Assess the current environment and drivers for change In an initial phase of work, the executive team comes together, often in a The companys IT transformation began with initial efforts approximately five years Understanding the workshop environment, to understand the current state of the business as ago to define the key elements of what the change journey might look like. The value drivers: well as the real drivers for the change. It is difficult to manage a long-term, companys success had been fueled by both organic and inorganic growth. From Key questions transformational change journey the perspective of the IT organization, successfully if one does not fully acquisitions and rapid growth had resulted The initial assessment phase of a journey understand the starting point. A detailed in a distributed IT model, with sometimes management program helps all stakeholders and fact-based assessment of the current inconsistent definition and application of understand the existing situation and the state is important because that analysis process, data and technology standards challenges the organization faces. This then leads to a deeper understanding of across the company. Individual components assessment can help the change programs why change needs to be undertaken. of the IT environment, including more than key leaders and sponsors articulate the 150 data centers worldwide and 14,000 value objectives in terms of specific Organizations often find that there is more applications, were being managed with economic and stakeholder outcomes, and demand for change than is realistic to different processes, tools, metrics and can identify specific actions to achieve undertake. So a key aspect of assessing quality definitions. Solutions were being the change journeys overall goals. Key the drivers for change is the ability to implemented in siloes with insufficient questions to consider include: pick the right change programs from a integration and limited sharing of comprehensive list of potential initiatives. What is the case for change across knowledge and experience. Programs should be chosen based on which the organization? will offer a solid return on investment at Perhaps the biggest driver for change What are the strategic goals the the fastest pace, and also based on which was in the potential for value creation organization is trying to achieve are most aligned to the organizations in optimizing IT spending and overall (e.g., optimization, growth, new product overall business goals. effectiveness. IT investments at the energy lines, etc.)? company are a substantial percentage The importance of this initial assessment of total revenue, so achieving greater What is the potential market value of phase is well illustrated by the IT efficiency meant potential savings in achieving these goals? transformation journey successfully managed the billions of dollars. From an upside by a major integrated energy company. perspective, a more effective IT organization What other change programs are already could also enable the business to be more in motion and how does a new initiative responsive to market, regulatory, competitor affect and interact with those? and customer developments. What are the keys to successful implementation of the change program? Who will be affected and how, as the organization moves from its current position to a future state? 7

8 2. Articulate a compelling description of the future state and vision of the organization The executive team and leaders responsible for managing the change The description of the future should be accompanied by a short vision statement Defining the vision: journey should agree on what the new destination or future state of the company describing the optimal functioning of the organization when the future state Key questions or organization/function will bewith is achieved. This statement should be One purpose of this phase of work is to targeted, tangible and measurable business compelling, memorable and, in its own way, clarify and document the organizations outcomesand then define a compelling inspirationalcapable of uniting all parts of strategic objectives and create a succinct and memorable vision to bring people the organization behind a stretch goal. and compelling vision of the desired future together under a common flag. This state. Key questions to consider include: to be state needs to be articulated in At the energy company, the articulation language that stakeholders at all levels can of the desired future state for its IT What are executives strategic objectives understand and embrace. organization became the seed of the and vision for the future, articulated in ultimate transformation vision: Leveraging their own words? Another way to support the development information and information technology for of a succinct and compelling vision is to superior performance and growth. Is that vision shared by other key leaders host workshop sessions to review the in the organization? If there are organizations strategic priorities with A second purpose of the information differences, can these be reconciled? key leaders. Where do they believe the gathering phase is to involve critical organization needs to be in one year? stakeholders in the definition of the future Have we articulated the future state in Three years? Five years? What is the state and vision so that they feel ownership detailed and measurable language so goal the organization and its leadership of and alignment with the direction of the that we will know when we have are trying to achieve? These discussions change journey. reached that state? can examine those priorities along a At the energy company, these leadership Are current projects and programs continuum that maps the current position workshops were important to taking the operating in support of the achievement against the desired future positionalong right initial steps on the IT transformation of the future state? Are they tied to the with other factors including competition, journey. Executives and IT managers were strategic objectives? regulation, customer environment, well aware of what the IT organization technology and so forth. One-on-one was already good at. They were an sessions with individual corporate leaders excellent service provider, but they can augment the information obtained desired to be, in addition, a great partner during leadership workshops. to the business, helping line functions This information-gathering phase improve their strategic capabilities. The accomplishes two important things in IT organization was running its existing particular. First and most obvious, it provides information technology assets effectively, the input to define the desired future state but they desired to be an organization of the organization. Such a definition should with greater impactone that could use go beyond general intentions to articulate information technology to support superior a specific strategic intentfor example, performance for the entire business. to own 55 percent of the market for The importance of alignment around this core services and maintain top 10 market future state was emphasized by the CIOs leadership in auxiliary services. stated mindset, which put a high premium on working as a single, global team. That is, the vision had to be jointly owned by the business and by the IT function itself. All parties needed to agree on a single understanding of the journeya clear and deliberate plan to achieve the vision. 8

9 3. Assess the gap between the current state and the desired future state In this gap analysis phase, the journey management team brings together people At the energy company, the overall vision to be an effective partner to the Gap analysis: from different parts of the organization who can realistically analyze the gap businessand to grow beyond being an efficient steward of IT assets to being Key questions between where the company is now and an effective implementer of technology This phase of work results in listings of where it wants to beand who can assess solutions to drive superior business specific capabilities that need to be worked the scale of the change effort to get there. performanceled to some important work on to move the organization toward its This analysis is likely to involve assessments to assess current IT capabilities against the desired future state. The gap analysis helps to of the particular functions affected by capabilities needed to realize and sustain both quantify and qualify the totality of the the change journey, the effectiveness of the vision. change. Key questions to consider include: existing training programs and workforce strategies, the relevance of current For example, the IT organization was Given the specific capability gaps leadership development programs, the already focused on process efficiency, but identified, how much change in total culture of the organization and more. this work was usually undertaken as a is required? series of discrete projects rather than as a It is typically important to be extremely coherent and integrated program across the What initiatives can we work on clear about the scale of the change being business. The IT organizations goal, instead, in parallel and which need to undertaken, in its totality. How big is the was to optimize business-critical processes be sequential? change challenge and how much can the through integrated solutions that could be organization and its people cope with at more readily adapted to changing business For parts of the change portfolio to one time? These questions, considered needs. More coordinated sharing of be addressed sequentially, what are the as part of the gap analysis, can help to knowledge and capabilities across borders priority areas? determine what programs, in what order and functional lines was also an important What are the nature and scale of and at what pace, should be part of the aspect of the defined future state. the likely impacts of the different overall change portfolio. Finally, to move beyond the existing change initiatives? Organizations and their leadership can situation where a multitude of processes, How and where do those impacts affect sometimes be tempted to proceed too tools and metrics were employed by the same area of the organization quickly from the articulation of the different parts of the IT organizationand (people, systems, etc.)? vision to implementing specific change where inconsistent definitions of processes, programs. One European manufacturing data and standards were in usethe How quickly can we progress company that undertook a comprehensive company put in place a more robust the change without placing transformational change initiative found governance structure to ensure compliance business-as-usual operations or after a few months that the scope and pace with a standardized approach to change outcomes at risk? of the programs as originally planned were information technology implementation more than the organization and its people across the organization. This structure could readily accommodate. Leadership required that each functional domain gain took the time to make a correctionthey approval for IT projects before proceeding, stepped back to perform a gap analysis, so that the company could be assured that which then helped management prioritize a project was in alignment with overall and make more realistic choices about strategy, that it was not redundant with specific change initiatives and how they existing IT assets, and that it helped to should be coordinated and paced. optimize overall IT spending. 9

10 4. Create a journey roadmap to plan and prioritize activities The journey roadmap is designed to be a comprehensive planning document As with the overall vision, these initiatives were organized and articulated in a Creating a that defines the set of activities to be undertaken to achieve the future state compelling way according to three overall categories: Prioritize, simplify and integrate. journey roadmap: of the journey. The journey roadmap uses a business case to set a course of That is: Key questions actiondetailing the multiple initiatives Prioritize the set of desired information The journey roadmap defines interim targets within the overall change portfolio and their technology capabilities. that allow incremental change to take place, integration points, and then prioritizing and prioritizes the capabilities that have them according to impact and based on the Simplify the information technology particular impact on reaching the value ability of the organization to absorb the set environment. targets. Key questions to consider include: of changes. The roadmap also can serve as an important communications tool to keep Integrate information technology What are the programs, in what order, the entire organization aligned around goals planning, control and operations. needed to move the organization and progress. from its current state to its desired The team then created specific goals future state? In creating the roadmap, two related within each of these three dimensions. For factors should be taken into account: example, the vision included goals such as What are the interim points along (1) the ability of the journey management reducing the overall number of IT projects, the overall journey so that we allow program to deliver; and (2) the capacity of cutting the number of data centers and adequate time to build capabilities the business and its people to absorb the reducing the number of applications used and behaviors to enable and various impacts of the change portfolio. by the organization. sustain change? Trying to do too much too soon is one The overall destination articulated within the Does the current operating model reason that some transformational change roadmap was of an information technology support the target state as we have journeys fail. function that connects people, partners it defined? If not, how do we change Providing detailed information about the and the business; that accelerates business the operating model to create an enablers that will ultimately help move insights; and that automates, integrates and organization that can absorb and sustain the organization toward its desired state optimizes business operations. the change? is an important activity. The journey Equally challenging, however, but also How does management of the journey management team also should specify equally important, was the identification complement or potentially interfere with the specific behaviors that need to be of specific behaviorson the part of other strategic responsibilities? modeledespecially by those in management management but also across the entire positionsso that change is embraced across IT organizationthat would help enable the organization more broadly. the companys IT transformation. One- An important aspect of the roadmap on-one sessions with key leaders were at the energy company was the work conducted, during which they were asked undertaken, in cooperation with Accenture, to plot themselves along a continuum of to define very specific initiativesabout a these behaviors so they could begin to dozenand specific performance targets understand the personal dimension of the associated with those initiatives. overall change journey. Results of this analysis were reviewed in detail with members of the CIO leadership team and each member was asked to pick their top five of all behaviors listed in terms of importance to achieving success. These behaviors were identified as critical to the success of the change programbehaviors that would sustain the transformed IT organization over time. 10

11 5. Proactively monitor the journey and change portfolio to keep the organization on track Any function concerned with program and project management will use tools Relevant and timely metrics are also essential. The ability to measure overall Proactively monitoring to track progress and estimate effort to complete. As these individual projects get readiness of the organization for the multiple change programs in the portfolio the journey: rolled up into a larger portfolio of change programs, however, it becomes more is important, as is the means to assess deployment readiness at different stages of Key questions challenging to track, measure and manage the journey. A new generation of tools can The ongoing work to monitor the journey the integration points. A key to successful help track progress of the overall change through timely, agreed-to metrics can journey management, therefore, is moving portfolio over time. Change measurement enable corporate-wide and program beyond traditional program management analytics and a scorecard are important leadership to assess the organizations so that multiple strands of work can be to tracking progress and provide the progress along the journey. This work also coordinated effectively. This can keep the necessary data, but the overall charge here can engage leaders in thoughtful pursuit journey and the set of change initiatives in is to use data proactively. It is in this way of the overall portfolio of change programs the portfolio on track through leadership that the organization as a whole can be through regular reviews of a progress regime shifts and marketplace change. agile even while undergoing a massive set scorecard. Monitoring includes the ability to of change efforts. The organization must be adjust the journey map and plan as needed Equally important is to include, in the able to rapidly identify and act on changes overall monitoring of the journey, the based on scorecard information, progress in the environment, the organization or the and external factors. Key questions to ability to revisit and revise the roadmap in program itself. light of market, competitive and industry consider include: developments. The journey management This point about metrics is important: Are we progressing toward the desired team needs to have the insight and the Measurement is sometimes seen as a end state at the pace originally defined authority to intervene if aspects of the dreary responsibility. But in fact, it is in the journey roadmap? overall journey go off track. metrics gathered and analyzed in a timely Why or why not? way that can provide the intelligence needed to proactively manage the journey. Are the existing projects and Measurement can be tough work, but it organizations achieving the desired can actually enable an organization to stay outcomes for each phase of the flexible and agile over the course of time. overall journey? At the energy company, measurement Are there any internal factors based on a scorecard approach to (e.g., change fatigue, budget constraints monitoring the journey was critically that require adjustments to our important. For each transformation journey roadmap?) initiative, the management team established specific metrics and financial Are there any changes to external targets. Program and initiative status was factors (e.g., new competitors, economic revisited monthly, with easy-to-monitor conditions, regulation) that we should indicators of green, yellow and red for consider to make alterations to our plan? areas on track, in question or in danger. 11

12 Keys to a successful journey management program As noted earlier, statistics about the effectiveness of major organizational change programs are generally not encouragingwell over half of such programs are usually deemed a failure according to numerous studies. Given that track record, what can executives do to meet the challenge of managing long-term journeys, especially those that include multiple programs in an overall change portfolio? Based on Accentures experience, and on the success realized by numerous companies across industries, the following are some especially important lessons to bear in mind. 12

13 Broad leadership alignment and buy-in to the specifics of the defined future state It is important for leadership, and Work done to align leadership around ultimately for the entire organization, to common objectivesand the means be aligned to a common view of the future to achieve those objectivescan also state or of what good looks like. However, be critically important when major good also needs to be defined in ways executive changes occur in the middle of a that can be measured. Transformations can transformation. That means, however, that fail for many reasons, but an important one the idea of leadership has to broaden to is that different senior stakeholders fail to include not only top-level executives but agree on what end state the organization also those one or two tiers down in the is actually pursuing, and how one can structure, as they are often the people actually measure progress toward that goal. promoted in the event of a regime change. Recall that in the energy company case Involvement of the management team can study, the organization articulated a simple also help to create a vision that articulates and powerful vision of IT being a business goals and capabilities in a way that is enabler, rather than just being an efficient meaningful to influential leaders. With steward of IT assets. But then that vision metrics and accountability in place, a was further clarified in terms of three camaraderie of responsibility can emerge: transformation objectivesprioritize, were in this together and we will succeed simplify and integrateand then those or fail together. three areas were further clarified in terms of specific targets. This work to align leadership around expected outcomes is especially important Thus, one of the keys to the success of with journey management programs that the companys IT transformation was in can involve employees across many locations engaging in the hard, detailed work needed and literally millions of stakeholders. With to articulate goals in measurable ways. these kinds of programs, savvy executives Drilling down a layer or two was important. take the time upfront to get key sponsors If an intent was, for example, to ensure and decision-makers aligned around a set of ready access to trusted data, then what did measurable objectives. Leaders work together that really mean? What capabilities were to develop a common understanding of required? What changes to existing processes success in terms of measurable outcomes, were necessary to realize that goal? and then they ask everyone across the executive team to sign upsometimes Such specificity is important. If an literallyfor that definition of success. In organization operates and manages toward this way an accepted view of the journeys agreed-to and specific metrics, that enables objectives is established and no one can later the creation of a more meaningful roadmap say, Well, that wasnt my understanding of that can serve as a guide to the program. what we were trying to do. The roadmap can also enable ongoing work to monitor and make proactive changes to the plan on the fly. 13

14 A compelling, visual journey roadmap The journey roadmap is important to the This ability of the roadmap to engage all success of the overall portfolio of change affected employees in a common cause for several reasons. First, of course, it was in evidence at a petroleum company represents the specific plan, with phases in the Middle East which was introducing and interim deliverables that guide several strategic initiatives to improve progress. Beyond that, however, the choice operations, including projects in safety, of the word roadmap is not accidental: it reliability, supply chain and business is also important as a visual representation process reengineering. These initiatives, that can be used repeatedlyand is less when considered together, represented likely to lose something in translationas a significant transformation in the way the journey proceeds. the company had been operating. Given the range and scale of these initiatives, The roadmap can keep people at all levels the company was concerned that the and from different functions focused on business would struggle to understand the their specific piece of the journey, as well as overall shape of the transformation and to the progress of the rest of the organization assimilate the scope of change required. on the journey. The map can anchor people in the future state and the steps needed The journey map created as part of the to reach it, and then re-anchor them as transformation helped drive the integration needed when conditions change. of the initiatives into a coherent journey which could be easily understood, One organization Accenture is currently communicated and assimilated by the working with on a major transformation whole organization. Developing this view journey has used its journey roadmap as enabled the design and implementation a means for individual vice presidents and of a systematic approach to prioritize, their teams to articulate the two or three align, measure and drive a successful critical enablers they are responsible for transformation through a number of that contribute to the success of the overall related initiatives. The journey map also journey. The roadmap is designed to provide improved organizational commitment to a way to pull people together and help the transformation, and provided senior them stay on course, while simultaneously management with a clear framework to providing detail that enables all levels of assess progress, interdependencies and risks. the organization, in an individualized way, to understand how they contribute to everyones success. 14

15 A defined set of behaviors to hold people accountable and support the journey Drilling down into more detail is also The team then developed a important as a journey management team communications program that helped translates goals into the behaviors needed cascade awareness of these behaviors to attain those goals. Good intentions through the organizationcommunications are difficult to measure and thus do that enabled leaders to tell their value not necessarily lead to accountability story. For example, several leaders shared for results. On the other hand, actual their story about how they collaborated behaviors are more measurable and can be across the company to optimize processes, assessed as part of a regular performance frameworks and tools. management process. To further enable the cascading of behavior The experience from the energy company awareness throughout the organization, case study underscores the importance each member of the CIOs leadership team of providing detail about the behaviors was asked to hold something called a needed to move the organization towards transformation conversation. Conducted its vision. The journey management team at as a virtual town hall meeting, the the company spent considerable time with conversation focused on discussing specific the CIO and the CIOs team defining the desired behaviors relevant to each affected specific behaviors that would help move group. Accountability for demonstrating the IT group to the desired future state. those behaviorsas well as for achieving the benefit targetswas added to the annual performance reviews of all members of the extended leadership team and cascaded throughout the IT organization. 15

16 A prioritized and manageable change portfolio One of the reasons that major change efforts Some companies have gotten themselves often fail is what is sometimes referred to involved with extremely complex change as the problem of death by a thousand portfoliosdivestments, new strategies, initiatives. That is, if those managing an cost reductions, transitions to outsourcing, overall change portfolio or organization and so forth. Thats a lot to handle. transformation cannot prioritize, and then What is often needed is to step back and focus on the most important programs engage in an enterprise-wide review of chosen from what might be a very lengthy the entire suite of change programs and list of potential programs, the people can their interdependencies. With that review lose energy and confidence. change leaders can: This challenge is sometimes referred to as Clearly articulate the desired end state making change stickthat is, preventing of each program. employees from slipping back into old habits once the training programs and Identify overlaps and interdependencies communications initiatives are a thing of in terms of how each program affects the past. So an important success factor the others and the stakeholders of each for a change transformation is to select Specify the ways people would be the right projects to undertake to enable affected as the portfolio of programs adequate focus on the deployment and is executed. enablement of the change. The outcome of this work can be a One leading practice is to deploy a team single, comprehensive assessment with deep content knowledge about key of all major projects in one source aspects of the global operating model. This documentsomething that highlights all team can support the executives, assess project interdependencies and results in all candidate projects against business a simplified vision for the end state that objectives and then help to enable rapid corporate functions and business leadership mobilization of key projects. The team can can align themselves to. work with executives to ensure that the portfolio of change consists of a cohesive set of projects with the appropriate objectives, and that the right management is in place to deliver the outcomes. Another important benefit of portfolio prioritization is in combating change fatiguean organizational condition in which employees become almost numb about the extent and pace of the changes they are being asked to assimilate. 16

17 A program to track progress and proactively keep the overall journey on course Effective monitoring and management of As noted earlier, a distinctive characteristic the journey and the change portfolio over of a long-term change journey means time can deliver several important benefits. not only that progress must be regularly assessed, but also that the journey One is in making the change and its management team and executive results real to the organization. This leadership need timely information so was something the energy company they can intervene to keep the journey on realized through its detailed scorecard, track. A number of companies are finding discussed earlier, that was used to assess that social media platforms are a real progress and to measure effectiveness boon to their ability to assess the overall of management behaviors identified temperature of a change effort. Certainly as critical enablers of the change. The the traditional kinds of online surveys of scorecard outlined specific metrics to keep employees continue to be important. But the journey on track and also to make just as change fatigue sets in with long- the journey real. By seeing the results of term journeys, so can survey fatigue set in the journey month to month, the journey when employees are asked to complete yet management team gained credibility with another online form. the companys CEO that the journey was realthat it was actually happening and Social media tools deployed inside a that it was making a difference. companys firewall can help in several ways. One is that management can readily Making that difference also meant, monitor chat and information exchanges however, that the metrics themselves had and use the social media platform to to be credible. Therefore, the team spent a provide quick and consistent answersone great deal of time upfront establishing an voice of truth, as it were. Another benefit effective process for measuring business is that the exchange of information itself, value delivered by the change program. This accompanied and guided by a strong and detailed and very specific work helped in ongoing presence from knowledgeable the long run to establish credibility that the sources, can itself expedite and support the team could speak the language of finance, change journey. put effective metrics in place and then track those over time. 17

18 Conclusion Successfully navigating the change journey The business world grows more complex by Major businesses have defied the general the day, which increases the importance odds about the success of major change of managing long-term change in a way efforts by working on the basis of a that simultaneously supports the level of phased journey management methodology transformation required and also helps a proceeding from a vision and assessment of business to be responsive in the face of current capabilities, to a gap analysis and events and marketplace opportunities. establishment of a plan or roadmap, to the ongoing capacity to measure and monitor A comprehensive journey management change and proactively alter the course of effort can provide both rigor and agility as the journey as needed. a portfolio of change programs proceeds over time, or as companies engage in broad Journey management brings together organization transformation programs. The competencies and experiences that are journey management discipline can also all familiar to most companies. But the keep change moving at a proper pace so planning and management of the activities that progress does not languish, potentially across a complex, multi-year change compromising the business benefits of the journey or organization transformation transformation itself. is likely to challenge even the most experienced leaders. The good news is that the ability to manage a complex portfolio of change over time can create an organization that is more agile and change capablesomething that can create competitive advantage. 18

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20 About the Authors About Accenture Teri Babcock is an Accenture managing Accenture is a global management director in Retail, Talent & Organization. consulting, technology services and She is based in San Francisco. outsourcing company, with approximately [email protected] 319,000 people serving clients in more than 120 countries. Combining unparalleled Adam Riley is a senior principal in experience, comprehensive capabilities Accenture Strategy, Talent & Organization. across all industries and business functions, He is based in London. [email protected] and extensive research on the worlds accenture.com most successful companies, Accenture collaborates with clients to help them Elizabeth Wagner is a senior manager become high-performance businesses and in Accenture Strategy, Talent & Organization. She is based in Los Angeles. governments. The company generated net [email protected] revenues of US$30.0 billion for the fiscal year ended Aug. 31, 2014. Its home page is Tim Gobran, senior manager in Accenture www.accenture.com. Strategy, Talent & Organization, contributed to this paper. He is based in San Diego. [email protected] Copyright 2015 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. 14-6126

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