Implementation of Change
Gavin Meredith
27 March 2015
Introduction
Accelerating Implementation Methodology
Objectives:
• To briefly introduce the elements of AIM to the group
• To provide the group with strategies to use throughout
the project which will assist with implementation.
SYSTEM DEVELOPMENT CYCLE
HUMAN DEVELOPMENT CYCLE
Future State
Analysis  Design  Development  Testing  Training
Competency
Performance
Reinforcement
Development  Coaching
 Management  Retraining
Go Live
PERFORMANCE & PRODUCTIVITY
Project ROI
Cut Over
INSTALLATION
IMPLEMENTATION
TIME
Introduction to the AIM Road Map
“By failing to prepare, you are preparing to fail…”
-Benjamin Franklin
1. Define the
Change
10. Prioritize
Action
2. Build
Agent
Capacity
9. Create
Cultural Fit
3. Assess the
Climate
8. Develop
Reinforceme
nt Strategy
4. Generate
Sponsorship
7.
Communicati
on Plan
6. Develop
Target
Readiness
5. Determine
Change
Approach
Cast of Characters
Champions Individuals who believe in and want the change and attempt to obtain
commitment and resources for it, but lack sponsorship to drive it.
Implementation can be accelerated when the other three roles are also
Champions.
Agents
Implement change. Agents have implementation responsibility through planning and
executing implementation. At least part, if not all, of their performance is evaluated
and reinforced on the success of this implementation.
Sponsors
Authorise, legitimise and demonstrate ownership for the change: possess
sufficient organisational power and/or influence to either initiate resource
commitment (Authorising Sponsor) or reinforce the change at the local level
(Reinforcing Sponsor).
Targets
Change behaviour, processes, knowledge, perceptions, etc
Ref: P23
AIM Concepts – Define the change
• What are you changing?
• Why are you changing it?
• What are the consequences of not changing?
• Needs to be specific and measurable
• There must be clear and commonly held definition
of the present state and the desired state for
successful implementation
AIM Concepts – Build agent capacity
• Key skills & attributes for an Agent
–?
AIM Concepts – Build agent capacity
• Key skills & attributes for an Agent
–
–
–
–
Trust & credibility
Successful organisational history
Belief in the project
Translate FOR of targets & sponsors
• Agents job
– Communicate
– Educate
– Facilitate
• Can’t do it all alone..may need to enlist others
AIM Concepts – Assess the Climate
• Identify implementation strengths & weaknesses
• What’s gone on before in the organisation
– Adverse publicity
– Restructure
• What other changes are going on in the
organisation that will impact on your project?
AIM Concepts – Generate
Sponsorship
• Sponsorship is the single most important factor for
successful implementation
• Express, Modelled & Reinforce
• Agents need to:
– Educate their sponsor
– Contract with their sponsor ( If you want.... I need....)
– Preserve their sponsor’s currency (time, money, energy &
reputation)
– Identify all sponsors & targets in the project
Unsuccessful Sponsor Strategy
Authorizing
Sponsor
CEO

SA
Legend
S
A
T
VP
Sponsor
Authorizing
Target
VP
BLACK HOLE
Mgr.
Target
Supr.
T
Mgr.
Supr.
T
Communication and reinforcement must
cascade level by management level down the
organisation
Ref: Page 27
T
Mgr.
T
T
Mgr.
T
T
T
‘Black Holes’ are formed when commitment or
compliance is not sustained at each
management level and driven to the next level
AIM Concepts – Determine Change
approach
• Change – symbolic ending of the present state
• Is it for compliance? Hammer
End
Beginning
PRESENT
DESIRED
STATE
STATE
• Is it for commitment? Transition
End
Transition
Transition
TRANSITION
STATE
Beginning
Producti vity/Morale
TRANSITION
STATE
PRESENT
STATE
• Need to identify the frame of reference
DESIRED
STATE
AIM Concepts – Develop Target
Readiness
• Resistance is a process that must be managed. It
cannot be combated, solved or overcome.
• Resistance, Is it good or bad?
• Find out the “What’s in it for me?”
• Use of 2 good faith attempts
–
–
–
–
Listen to feedback
Demonstrate that you listened
Acknowledge their pain but don’t defend
Problem solving – brainstorming some ideas
Frame of Reference
• Where is the dot?
Frame of Reference
Similar concepts are:
What people say:
• Paradigm
• Perspective
• The way I see it…
• As far as I’m concerned…
• World view
• It looks to me as though…
– While there is always resistance to change, business
changes that require a FOR change generate the
greatest amount of resistance
– FORs may be maintained or buffered during change
by:
 Strong emphasis on what will NOT change (anchors)
 Communicating why the change is necessary
 Providing compensation for giving up key elements of
the old FORs
Communication
Bed
Rest
Awake
Night
Dream
Eat
Snooze
Nap
Relax
Sound
Slumber
Snore
AIM Concepts – Communication
• Right message to the right people using the right
vehicle.
• Communicate in the targets frame of reference
• Use the “What’s in it for me?”/ Frame of reference
• Resources up your sleeve 1:3:25
• Face to face has the most impact
• Check all your communication for
sanity
Communicating
Ref: P67
AIM Concepts – Develop a
reinforcement strategy
• Reinforcement strategy
– Reward – align with FOR
– Consequences –
Immediate & certain
– Effort – new way easier,
old way harder
Change and Corporate Culture
Ref: P84
https://www.youtube.com/watch?v=HYfW7LJ4nDE
Culture
AIM Concepts – Create cultural fit
• Culture- What is it?
– Unwritten rules
– Behaviours
– values
• Align the change with the Culture
• If your project conflicts directly with the culture,
culture wins
AIM Concepts – Prioritise Action
• Putting it altogether
1. Define the
Change
10. Prioritize
Action
2. Build
Agent
Capacity
9. Create
Cultural Fit
3. Assess the
Climate
8. Develop
Reinforceme
nt Strategy
4. Generate
Sponsorship
7.
Communicati
on Plan
6. Develop
Target
Readiness
5. Determine
Change
Approach