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Configure, Measure, Analyse

GOALS AND TARGETS

PRACTICAL MANAGEMENT

  • Increase and control people engagement into change.
  • Have an estimate cost of change management.
  • Make leaders position visible.
  • Manage change as a project - task and resources.
  • Estimate a Cost of change management.
  • Reduce time and cost of change management processes.
  • Make decisions upon KPI and other data.
  • Interactive Dashboards - view and analyze results.
  • Measure what matters for the change.
  • Warnings on what, when, who and how in change management.

HOLYSTIC APPROACH

  • Use organisational structure links to manage engagement.
  • Combined approach - project management and process management.
  • Universal approach to any type of change (customisable tool).
  • Next step from methodology to proceess (from WHY to HOW).
  • Scalabe way of managing the change - number of groups or geography.
  • Digital approach to change management - data, KPI, dashboars.
  • Automation and increase of routine operations speed.

 WHY

Measure what is important

CONFIGURATION, PROCESSES, DASHBOARDS

CHANGE AS PROJECT

  • Change as Portfolio and Projects.
  • Change as process with stages, not the event.
  • Customisable assessments.
  • Automated configuration, data processing.

MANAGE WHAT IS MEASURED

  • Organizational chart - core links.
  • Change sponsors - make them visible.
  • Project team - parallel working.
  • Rating and feedback - socialising.

 HOW

Barriers, Support, Engagement

RESULTS AND BENEFITS

CHANGE STATE

  • Dashboards with metrics for current, transition and future stage of the change.
  • Resistance barriers - individual, groups, organisation.
  • Change impact/group readiness.
  • Change models readiness state

ADOPTION TO CHANGE

  • Assessments feedback and result ratings.
  • Change support analysis (groups, roles).
  • Change heat map.
  • Engagement level - individual, group.

 WHAT

Engagement, less resistance

WHAT IN IT FOR YOU

SPONSORS AND GROUP LEADERS

  • Clear understanding of the change state.
  • Measurable performance and engagement of people.
  • Common view on change.
  • Making decisions upon data.
  • Visible position, role understanding.
  • Increased level of engagement into change.

PROJECT TEAM AND PARTICIPANTS

  • Common view on change.
  • Clear understanding of what is required on project.
  • Ideas and opinions distributed via feedbacks.
  • Less 'RE' (-work, -plan, -do etc..).
  • Increased level of engagement into change.

 WIIFM

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© Sergei Penkov, 2015-2018

Sponsors Change Support model

    Sponsors Change Support model
  •  Support


    Supports the change, high level of competence
  •  Problem


    Doesn't support the change, low level of competence
  •  Barrier


    Supports the change, low or moderate level of competence
  •  Threat


    Doesn't support the change, high level of competence
    Sponsors Levels
  • C-Level

  • Influencers

  • Participants

  • Others