NAB Enterprise Change
Change@NAB Methodology
LENA ROSS
October 2014
What we’ve done
GOVERNANCE
FORUM
ESTABLISHED
ENTERPRISE
SOCIAL
NETWORK
And...it’s an
ongoing
journey!
APR 2014
CHANGE@NAB
ROLLOUT
HSI
EXTERNAL
REVIEW
CONTINUE
BUSINESS
ENGAGEMENT
SEP 2013
CENTRAL
CAPABILITY
ESTABLISHED
VARIOUS
CHANGE
TEAMS
CONTINUOUS
IMPROVEMENT
WE
ARE
HERE
BUSINESS
INTEREST
GROWS
INDUSTRY
ENGAGEMENT
Before 2013
NAB Enterprise Change
RELEASE 1
IMPROVEMENTS
2
Hitting the mark
 Consistent – one way, same way
 Aligned to proven change theory –
theory meets practice
 Scalable from projects to enterprise
 Aligned to Projects@NAB
 Promotes discussion over process
NAB Enterprise Change
3
From project based to enterprise ecosystem
governance
service offering
alignment
excellence
uplift
consistency
change@NAB methodology
engagement
sponsorship
agility
alignment
portfolio business readiness
capability
contextualised
continuous improvement
expertise
projects@NAB alignment
project delivery
NAB Enterprise Change
scalable toolkit
4
From project based to enterprise ecosystem
talking change community
governance
service offering
alignment
consistency
BaU
common language
excellence
uplift
change@NAB methodology
portfolio business readiness
engagement
sponsorship expertise
scalable toolkit contextualised
projects@NAB alignment
agility
alignment
capability
business value enterprise
continuous improvement
business management
project delivery
NAB Enterprise Change
5
more
less
NAB Enterprise Change
6
From theory to practice
Change@NAB
Phases
Define the Change
Establish
a sense of
urgency
Kotter
8 steps
ProSci 3 phases
(ADKAR)
5 sub phases
Lewin
3 phases
Create a
guiding
coalition
Develop
a shared
vision
Preparing for Change
A wareness
Manage the
Transition
D esire
Unfreeze
Shock a system out of stasis
Communicate
the vision
Implement the
Change
Empower action
Generate
short term
wins
Managing Change
K nowledge
Sustain the Change
Consolidate gains,
institutionalise the
change
Reinforcing Change
A bility
Change
Make purposeful adjustments
Reinforcement
Refreeze
Engrain adjustments in
system
Change@NAB TOOLKIT
Level 1
Level 2
What we
deliver
NAB Enterprise Change
7
It is scalable, scalable,
Characteristics
scalable,
scalable
Reach
Approach
Level 1
Self Service TOOLKIT
Typically BaU change
Small Scale Change
Level 1
Level 2
Projects@NAB Aligned
Set of tools and templates
With five minimum
(mandatory) deliverables
Level 2
Project
Change
ACCESSIBLE: All found on the NAB Enterprise Change intranet
NAB Enterprise Change
8
less
more
NAB Enterprise Change
9
Outside in view
According to HSI
‘Change@NAB is one of the most well
developed change management processes
HSI has seen globally.
There is still improvement needed in
implementing the processes across all
portfolios, however the process itself is
well designed.’
Source: Organisational PPPM Assessment & Benchmark Report, April 2014, page 2
NAB Enterprise Change
10
It does take time to make it work
 Oversight
 Continuous improvement
 Governance Forum
 Enterprise Change team members –
aligned performance metrics
 New starter training
 Ongoing business engagement and education
NAB Enterprise Change
11
Where to from here
Stay focussed - on the mark
 Maintain oversight and governance for continuous improvement
 Continue business engagement and education for widespread adoption
 Stay abreast of industry best practice
NAB Enterprise Change
12
An evolution
GOVERNANCE
FORUM
ESTABLISHED
ENTERPRISE
SOCIAL
NETWORK
And...it’s an
ongoing
journey!
APR 2014
CHANGE@NAB
ROLLOUT
HSI
EXTERNAL
REVIEW
CONTINUE
BUSINESS
ENGAGEMENT
SEP 2013
CENTRAL
CAPABILITY
ESTABLISHED
VARIOUS
CHANGE
TEAMS
CONTINUOUS
IMPROVEMENT
WE
ARE
HERE
BUSINESS
INTEREST
GROWS
INDUSTRY
ENGAGEMENT
Before 2013
NAB Enterprise Change
RELEASE 1
IMPROVEMENTS
13