1	Strategic Business Change Management An overview of effective delivery
2	Prelude - Introductions West Indies Management Niche consultancy focused on Strategic Business Change Management Transformation Management Program/Project Management Knowledge & Knowledge Transfer Management Governance, Steering, Risk Program/Project Office Setup and Implementation US Corporation founded 2001 Czech s.r.o. founded 2003
3	Prelude - Introductions Holistic Business Services Major go-to-market strategy launched January 2006 Cooperative delivery of complex knowledge services for Corporate, Government and Non-Profit sectors Joint marketing and delivery by 11 primary companies, including West Indies Management, REENGINE, Bureau Veritas and SIGMIN.
4	Table of Contents Prelude - Introductions Overture – Definition of “Strategic Business Change Management” Leitmotif – Common Pitfalls Obbligato – Transformation and delivery Rondo – Conclusions and summary Finale – West Indies Management Value Chain
5	Overture – Definition of “Strategic Business Change Management” Change Management: managing dynamic aspects of operations IT: Changes to hardware/software configurations Manufacturing: Engineering Change orders, retooling, etc. Distribution: Stock replacements, new items Business Change: managing operational changes Changes to the way a business entity fulfills their role changes to core processes, organizations, tools & technologies, and/or services offered Strategic: when business change is centrally managed to meet specific strategic goals Scale Complexity Scope
6	Leitmotif – Common Pitfalls Communications Breakdowns Too many projects Duplication of effort Interference between projects Key enablers missed Projects don’t lead to strategic goals Benefits not delivered/realized Interdependencies not understood and/or delivered Too many change initiatives Loss of Knowledge and/or Capabilities Disrupted Operations Morale Issues Political/Cultural turmoil Blame Culture
7	Leitmotif – Plan around the Pitfalls Validate your strategy for change. Create sound measures. Think about all the aspects impacted by the strategy you want to implement. Develop your plans early and thoroughly. Ensure your plans are driven by people who have a vested interest in seeing them succeed. Assume that all of your assumptions are flawed. Track and validate progress and hold people accountable
8	Obbligato – POTS
9	Obbligato – Transformation Another term for Business Change, especially when focusing on changes to core competencies within the business Defining the As-Is (How things really are) Defining the To-Be (How things should be) Defining the Roadmap (How to get from the As-Is to the To-Be) Transformation Program executes on the Roadmap Program workstreams (projects) deliver plans within the Program
10	Obbligato – Roles & Responsibilities Introduce importance of roles & responsibilities assignments Introduce RACI Then, talk about the roles to be filled in the program
11	Obbligato – RACI RACI is an acronym used to describe the roles that the various teams or people on a project or program have for specific tasks or activities. It is formed from the four participatory role types: R - Responsible; Owns and is responsible for the doing A - Accountable; Approver and to whom “R” reports (ONE ALLOWED) C - Consulted; Has information or opinion necessary to complete the task I - Informed; must be notified of results or progress but not consulted It is generally depicted on a chart with the tasks or activities on the left and the roles or jobs along the top with the appropriate letter indicating the involvement of any of the participants.
12	Obbligato – RACI
13	Obbligato – Roles: Executive Management Executive Management and Oversight Sets the Vision, High Level Strategy Approves Roadmap, Plans, Budget Validates Progress in Panel Reviews Ultimate authority for program Must be actively available for Risk/Issue Escalation
14	Obbligato – Roles: Operational Management The Business-As-Usual (BAU) management team Penultimate Customers of the program Resource suppliers Consultative input to program Accountable for some levels of delivery
15	Obbligato – Roles: Program Management A Program (UK=programme) is a complex set of projects managed centrally. A Program delivers outcomes, while projects deliver outputs. Project Management PRINCE II PMI/PMP Risk Management IDAR Issues Decisions Actions Risks Focus is on driving deliverables.
16	Obbligato – Roles: Change/Transition Management Sometimes called Human Resources Management, or Organizational Development Recruiting Hiring On-boarding Training Retaining Focus is on the people…making sure the organization is there, ready to perform, and motivated to do so.
17	Obbligato – Roles: Investment Management Financial Controls for the Program Reporting and reporting support Measure and control the spend Spend the right amount at the right times Validate the delivery of the Business Case Provide interactive and proactive feedback to Program Streams
18	Obbligato – Roles: Transitional/Transformation Management Balances the three management areas of the program: Program Management Change/Transition Management Investment Management Accountable for entire program Focus on the big picture
19	Obbligato – Measures KPI Key Performance Indicators Quantitative measures of performance, quality, progress – tied to the Business Case Can you measure your KPIs effectively? Is your first project to get the appropriate measurements Identify where you are Identify where you want to go Identify if you’ve reached your objectives
20	Obbligato – Communications/Reporting Multiple audiences Matter of Perspective Upwards reporting Lateral reporting Internal/External Multiple objectives Managing expectations Leaving options open (risk management) Retaining focus Tied directly back to KPIs and measurements
21	Obbligato – Steering and Governance Regular Consistent Reporting Risk Management – IDAR Panel Reviews Validate the Risk Management outputs Evaluate Program Progress, Costs, Risks and Issues By work stream, project Approve deviations, mitigations, contingencies Approve Program Continuance
22	Rondo – Conclusions & Summary Transformation might be complex, but knowing and planning for the common pitfalls early can mitigate them! Clear Vision and Communication are critical Assign Roles & Responsibilities carefully Rewards & Incentives must be in line with goals Precise measures of success must be agreed and constantly monitored Build a dynamic and adaptive program, not a mindless juggernaut…through program reviews, empowerment and risk management
23	Finale - West Indies Management Value Chain West Indies Management provides Strategic Change/ Transformation Management, with end-to-end ownership. This graphic outlines the top level of the West Indies Management Value Chain.
24	Finale - Vision, Strategy and Roadmap Creation West Indies Management brings the expertise across various industries and the processes, organization, tools / technologies and services to deliver.
25	Finale – Solutions Design Solutions Design distills the Vision & Strategy Roadmap into a Transformation Plan
26	Finale - Resourcing Many of the resources for a program will be internal to the customer or their existing vendors West Indies Management can bridge gaps in program resourcing or expertise
27	Finale - Delivery Implementation phase focuses on running the plans and delivering Transformation Management Governance & Steering Risk Management
28	Steady State – Business As Usual When done correctly, the customer’s organization is already running everything before “handover” occurs Any outsourced components (such as IT) are integrated transparently
29	Finale – West Indies Management West Indies Management can help orchestrate a successful Strategic Business Change Program