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CFC First Wednesdays Change Management and the Facility Manager CFC First Wednesdays Change Management and the Facility Manager Presenter: Barbara Armstrong Objectives • Understand importance of Change Management practices • Identify drivers of change and implications for facility managers • Discuss skills needed to be an effective change agent • Share and discuss best practices What is Change Management? • History and Practices • Source: The McKinsey Quarterly IFMA Facility Management Forecast 2007 TREND Number 3- Change Management Change Issues Five Myths about changing behavior 1. Crisis is a powerful impetus for change 2. Change is motivated by fear 3. The facts will set us free 4. Small gradual changes are always easier to make and sustain 5. We can’t change because our brains become “hardwired” early in life From “Making Change” by Alan Deutschman, Fast Company magazine May 2005 Perspectives on Change “It’s not that the business environment is changing. Change IS the business environment. And its not that every company is undergoing change. Change is overtaking every company. Creating change, managing it, mastering it and surviving it is the agenda for anyone in business who aims to make a difference. Change” by Charles Fishman April 1997 Fast company IBM Global CEO Study 2008 “The Enterprise of the Future” “Organizations are bombarded by change, and many are struggling to keep up. Eight out of ten CEO’s see significant change ahead and yet the gap between expected change and the ability to manage it has almost tripled since…2006.” From surveys/interviews with over 1100 CEO’s from around the world IMPLICATIONS: “Change is a permanent state.. and the ability to change quickly and successfully is more critical than ever.” Resistance to change • Funny Illustration of resistance Managed Change Model LaMarsh and Associates use a specific model for working with clients on 1. IDENTIFY THE CHANGE change management projects 2. PREPARE TO CHANGE 3. PLAN THE CHANGE 4. IMPLEMENT THE CHANGE 5. SUSTAIN THE CHANGE LeMarsh and Associates 2008 R Drivers for Change • Globalization (change in the competitive landscape) • Leadership ( legacy initiatives, new leaders) • Laws • Geopolitical conditions • Customer preferences/ trends • Environmental issues • Technology • Workforce demographics • Mergers/acquisitions • Competitor Actions • Economic shifts • Marketing initiatives / branding changes • Quality initiatives ( LEAN, TQM, Six Sigma etc.) • Others? What drives change ? • DRIVERS OF CHANGE- IMPLICATIONS (with graphic) • Implications (examples Globalization>>>>>>>>>> of FM implications for each driver) Leadership >>>>>>>>>>> Laws>>>>>>>>>>>>>>>>> What drives change ? • DRIVERS OF CHANGE- IMPLICATIONS (with graphic) • Implications (examples Technology >>>> of FM implications for each driver) Workforce demographics> Mergers/acquisitions>>> What drives change ? • DRIVERS OF CHANGE- IMPLICATIONS (with graphic) • Implications (examples Economic shifts of FM implications for each driver) Marketing initiatives Quality initiatives What are you experiencing? • Discussion/Examples Project and Change Management PROJECT MANAGEMENT CHANGE MANAGEMENT The application of knowledge, The process, the tools and skills tools, and techniques techniques to manage the to project activities to people-side of change to meet project requirements achieve required business objective = focus on tasks = focus on people Tim Creasy, Director of Research and Development-Prosci and the Change Management Learning Center Skills needed for Integrating Project and Change Management • Emotional Intelligence - Empathy, interpersonal communications, …. • Energy and perseverance • Technological savvy • Multi-lingual communications • Resistance management • Cultural awareness and sensitivity • Collaboration • Resourcefulness • Humor Integrated Change Management Strategies: Leadership Change = More Openness PM Approach PM /CM Approach • Evaluate technical options • Engage ambassadors to for furniture changes, determine impact of change construction • Conduct benchmarking • Prepare budget for approval tours • Implement with • Evaluate mock-ups of procurement and vendors options • Inform through regular or special communication channels Integrated Change Management Strategies: __________ Change = _______________ PM Approach PM /CM Approach Integrated Change Management Strategies: _________Change =_____________ PM Approach PM /CM Approach Value of Integrated PM/CM model • Discussion with participants Summary • Lessons Learned Are you ready to be a change agent?.
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