building change leadership capability across the enterprise...building change leadership capability...

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Joe Rafter, Sr. Director Enterprise Change, PG&E

Linda Ackerman Anderson, Vice President and Co-Founder, Being First

Objectives

• Learn how to create the best strategy to deliver enterprise change leadership capability and establish the function • Recognize the distinction between Change Management and

Change Leadership • Understand a framework and process to create Enterprise Change

Leadership Capability among senior leaders, project leaders and change consultants • Understand the importance of using a common approach to leading

change for all types of change, especially transformation

#ACMP2015 © 2015 Associa1on For Change Management Professionals. 2

What’s true for you?

• How does your organization define Change Management (CM)? •  Is CM distinct from Project Management? Lean Six Sigma? Continuous

Improvement? Change Leadership (CL)? Is there an integrated, centralized function for leading change?

• Do senior leaders see the need for Change Leadership Capability as an

enterprise competency…orchestrating all of what an initiative requires to be successful, start to completion?

• Does your organization understand and value Change Leadership? Are your

leaders in game to become one? How about you? #ACMP2015 © 2015 Associa1on For Change Management Professionals. 3

Change Management & Change Leadership

•  Change Management •  A critical discipline that outlines communications and training activities within the

deployment window of a project. •  Provides analytics on status of change readiness and adoption

•  Change Leadership •  Setting up change projects for success from “ideation” through “solution sustainment”

with a focus on delivering Business Benefits •  Standing for and modelling Personal & Organizational Breakthrough

•  Change Leaders… •  …create integrated strategy, delivery, and sustainment plans: Content plans and

people plans are ONE PLAN, ONE PROCESS •  …do not separate “Change” from “Project”…it’s ALL change! •  Consciously design the change process end-to-end for business results


The Change Leader’s Roadmap

I. Prepare to Lead the Change

III. Assess the Situa6on to Determine Design

Requirements

II. Create Organiza6onal Vision, Commitment,

and Capability

IV. Design the Desired State

V. Analyze the Impacts VI. Plan and Organize for Implementa6on

VII. Implement the Change

VIII. Celebrate and Integrate the New State

IX. Learn and Course Correct

Hear the Wake-‐up

Call


Introduction to Pacific Gas and Electric

•  About PG&E

•  $15B+ 2013 revenue, 23,000 employees. 16 million customers. 70,000 square mile service area

•  Strategic Direction - To become a leading utility through more safe, reliable, and affordable energy services so that customers trust, like, and want to do business with us!

•  Assessing the Change Readiness – First 30 days

•  How do you define change management? •  How do you think I can help you?


Our Enterprise Change Framework

Govern

Are we working on the most important

changes?

Do we understand the business benefits?

Do we know our demand and have

leadership engaged?

Deliver

One PG&E Change Model: Tailor Being

First’s Change Leader’s Roadmap

Train and apply on real projects

Achieve Business Benefits

Energize

Prepare the company for a new approach to

change

Build change leadership capability, mindset, and culture


Enterprise Change Leadership Capability – Year 1

Define Change Leadership, Educate, and Begin to Implement

•  Start a Business Benefits Iden1fica1on Process •  Adopt & Implement One PG&E Method for Change

•  Iden1fy and overtly discuss key Change Risk Factors •  Build Out Change Infrastructure (Team, Processes, Tools)

•  Change Leadership Professional Development

•  CoP: Change Leadership Network


Govern Deliver Energize

Enterprise Change Leadership Spotlight on Year 1


Our Ini(al Case for Change

Produced a Team, Roadmaps, Process, and Tools

Enterprise Change Leadership Capability – Year 2

Moving from Educa1on to Demonstra1on

•  Con1nue Year 1, including reminders on Case for Change!

•  Design and Proof of Concept Business Benefits Realiza1on Process

•  Enhance CLR Delivery & Support Capability

•  Change Leadership Professional Development

•  Begin Designing Change Capability Integra1on Govern Deliver Energize


Enterprise Change Leadership Spotlight on Year 2


Change Canvas Change Leaders Network

Benefits Realiza(on PoC

Our Path to Sustained business benefits

2013-2014 •  Change Leadership defined, introduced

and legitimized •  One change approach and language •  Engage leaders •  Create awareness of the Enterprise

Change Agenda with Benefits •  Try to Go Deep with the Few! •  Deliver, consult, and coach on initiatives •  Top 3 Change Risk Factors •  Manage the politics of a “new” approach

2015-2016 •  Take on the highest gain initiatives •  Overtly address Culture, mindset and

behavior •  Change is the leaders’ responsibility, not just

the project team’s! •  Broaden CL personal development

•  Role model & integrate “One PG&E” •  Expand Change Leaders Network

•  Change Leads (Consultants) •  Change Process Leaders (Business owners)

•  Benefits Realization PoC •  Integrate CLR with Other Capabilities


Perspectives from Being First

•  Close partnership with the internal CL leader essential! •  Sustained senior leadership engagement/sponsorship is critical; CL is a

Leadership Competency and must be modelled! •  Embedding the CLR process requires more than training…it requires ongoing

project application and coaching; alignment with other functions •  Developing enterprise-level strategy is culture-changing! (where history is “silo

and piecemeal”) •  Leadership mindset and culture change are essential for Transformation…and

require undeniable reasons why •  Pacing the organization’s readiness, awareness, capacity; Patience!


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• How would you create the case for change for Enterprise Change Leadership Capability with senior leadership?

• Do leaders acknowledge their role and the personal breakthrough required to actively set up their changes for success?

• How is change capability positioned within your organization relative to project management? CI? Aligned, integrated, or separate?

• Are you engaged from launch on the most strategic change efforts? How could you brand yourself to be?


Questions and answers


building change leadership capability across the enterprise...building change leadership capability...

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