peoplefirm: "why enterprise change heat maps?"

1 © 2012 PeopleFirm. All rights reserved.

If change is a like the weather, how can you predict it?

and what should you do to prepare for the

storm?

2 © 2012 PeopleFirm. All rights reserved. © 2012 PeopleFirm. All rights reserved.

Enterprise Change Heat Maps: Are you at Change Saturation levels?


Wikipedia defines a heat map as a graphical representation of data where the values taken by a

variable in a two-‐dimensional table are represented as colors.

Wikipedia has no definition for a

yet!


But people are talking about Change Saturation

and Change Fatigue


Why?

saturated employees are fatigued.


In 2010, 82% of employees experienced

significant change at their organization.

% of employees anticipate additional change in the next six months,

including layoffs of team members, significant organizational restructuring, and changes in

one or more senior leaders.

Source: CLC Building Engagement Capital, 2010


Per Towers 2011 Talent Management & Rewards Survey, most organizations (65%) expect employees to work more hours

than before the recession; and over half (53%) expect this to continue

putting particular strain on professional level employees.

As a result, when the labor market does recover, companies can expect a sharp

Laurie Bienstock, North America leader at Towers Watson

Source: 2011 North American Towers Watson Talent Management and Rewards Survey

8 © 2012 PeopleFirm. All rights reserved. Best Practices in Change Management

0%

20%

40%

60%

80%

100%

2007 2009 2011

59% 66% 73%

Organizations are reporting increasing Change Saturation


Employee stress is heightened when changes collide when multiple changes from different sources hit an employee group at

the same time.

Business Unit

Priorities

Strategic Initiatives

Enterprise Programs

Program Management

Agendas

Corporate Change Saturation becomes most apparent when we evaluate the change burden

employees are carrying.


The results when survey participants were

15%

24% 61%

NO YES

The few who are working to address the change

saturation and collision risks identified portfolio

management tools and prioritization as the top two

mitigation tactics.

Best Practices in Change Management


Surprisingly, most the organizations with awareness of their own change saturation, report doing to address the risks.



The symptoms of change are real and

Individual behaviors exhibited in a change-‐saturated environment

Disengagement and apathy Frustration and stress Fatigue and burnout Resistance Confusion Cynicism

Symptoms of change saturation with Projects and project teams

Unrealized benefits Lack of resources Changes were not sustained Projects failed to gain momentum

Organizational symptoms of a change-‐ saturated environment

Higher turnover Productivity decline Increased absenteeism Loss of focus on business basics Negative morale



How much is change

saturation costing your organization?

59% of projects were considered unsuccessful IBM 2008 Study

Employee turnover costs range from 50% -‐ 150% of salary + benefits for each employee loss from burn-‐out

$63 billion is spent on IT projects that fail in the U.S annually CIO Insight, June 2010

Unplanned absences drove a 54% decrease in productivity/output and a 39% drop in sales and customer service. 2008 Mercer/Marsh Survey on health, productivity and absenteeism


Lacking visibility

Admiring the

problem

Taking action, mitigating

risks

So, where is your organization in understanding and managing change saturation?


The top strategic change initiatives in your organization this year?

The degree and volume of change your employees will face?

The changes that are likely to collide?

How much change is too much?

How your bottom line will be impacted?

How can you mitigate the risks?

Do you know . . .


If change is a like the weather, how can you predict it?

and what should you do to prepare for the

storm?


We can help!

assess your risk

and build your mitigation plan.


Step 1: visualize your risk UW / UA RVP / TM/AS Agents EMG

Sales ActivitiesWC BOR Expires X X X 1-‐Jul

WC -‐ Propel Book Renewals X X 1-‐Oct

National Sales Meeting X 8/9-‐8/13

President's Award Incentives Trip X X X X 5/17-‐5/20

Agent Golf Tournaments X X 7/13 -‐ OR 9/9 -‐ ID

Agency Roundtables -‐ Coos Bay X 6/1-‐6/3

Bandon Dunes meeting 10/5-‐10/7

Payne Financial Rope & Stroke X MT: 6/2-‐6/4

Conference / External ActivitiesInsurance Conventions X X 5/24 -‐ 5/26

IABI -‐ Insurance Agent Brokers of Idaho 8/16-‐8/18

IABI -‐ Insurance Agent Brokers of Montana 7/14-‐7/15

Oregon Convention 8/29-‐8/31

PIA Convention for Oregon 10/24-‐10/26

Montana Governor's Cup X X 8/4-‐8/6

Montana Chamber Golf TournamentIdaho Golf TournamentJulie Out 17-‐Sep

LNW Normal Business ActivitiesAgency Reviews X X XAgency Profit Sharing Development work XAudits Due X 15-‐Sep

Mid Year Performance Reviews X X X XTalent Reviews XLNW Planning Season X XEmployee Town Halls X X X X 6/9-‐10: SEA

COR X 7/21: SEA

RCG Planning Prep X 29-‐Jun

Alaska Roadtrip (Julie, Gary et al)

ProjectsNew Audit Database XBill ing SystemAuthorities Implementation XDocumentation??Vista Roll-‐out X X X XCCCA -‐ Guidwire Implementation??Safeco Personal Lines Conversion

July August September OctoberImpact Audience April May June

Initiative View

Enterprise View


Step 1: visualize your risk

Identify the levels of impact

Understand the volume of change

Overlay key business events such high work spikes, heavy employee vacation timeframes, normal yearly business events

Increase visibility across functions, departments and/or business units; move away from siloed thinking

Mitigate change saturation risks Increase adoption / success Ensure planned business results are achieved

Assess Benefits

Improved decisions on strategic priorities and timing, leveraging change initiative insight and awareness.

The Goal


Step 2: Build your mitigation plan

Adapt: Can you change the deployment timing of your effort to maximize the best possible timing for adoption?

Adjustthat can be changed delayed, removed or scaled back?

Integrate: Should the initiatives be consolidated for certain stakeholder groups e.g. Could training efforts be rolled into one?

Shift: Should one project go before the other to mitigate change saturation and risk?

Intervene: What intervention should be applied to mitigate the risk of change saturation? More resources added to the project? Additional change management activities to ensure readiness?

Take the time to consider your options!


Step 2: Build your mitigation plan

Our clients are successfully

mitigating their risk and

associated costs related to change

saturation.

Client Change Heat Map Type

Mitigation Steps Results

Fortune 100 Insurance Provider

Initiative View for Transformative Technology, Process & Product Project

1.from Corporate to have grace period on audits that were to occur at the same time

2. Delayed implementing Windows 2010/Office 7 until 3 months post-‐launch

Met Adoption Scorecard Indicators Successful deployment as proven by project results

Regional Utilities Provider

Enterprise View as defined by Large, Strategic, Enterprise Initiatives

1. Forming Enterprise-‐wide Governance Committee

2. Researching how best to mitigate Q4 impacts

In early stages of implementing


Change Heat Maps

are a key enabler to

aligning the

organization and

becoming more

Change-‐Capable.

Step 3: Increase change resiliency throughout the organization

-‐


Can we help take that weight off your shoulders?

about our Change-‐Capable Solutions with you.

Your People = Your Business

www.peoplefirm.com

PeopleFirm, LLC 2201 Sixth Ave. Suite 150 Seattle, WA 98121

Thank You

Tamra Chandler e [email protected]

o 206.462.6462 x120 c 206.399.8701

Beth Montag Schmaltz e [email protected]

o 206.462.6462 x120 c 425.591.3400

peoplefirm: "why enterprise change heat maps?"

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