Change Acceleration Process (CAP) The Key to ChangeEffectiveGrowth: IBs, CECOR, Lean, Customer Centric, ExecutionWork-Out / Town Meetings: Empowerment, action Expert-Driven Decision-Making, Action Work-Outs, Customized Work-OutsProductivity / Best Practices: Benchmarking External Organizations, Sharing Best PracticesProcess Improvement: Process-mapping, re-engineering, Bullet Train ApproachChange Acceleration Process (CAP): Increase success and accelerate changeKey Strategic Initiatives: QMI*, NPI*, OTR*, SP*, Productivity, GlobalizationMake Customers Winners: GE Tool-KitSix Sigma Quality: Productivity, Span, Data-Driven Decision-MakingDigitization: Sell, Buy, Make using Technological ToolsACFC (At the Customer For the Customer): Faster, Better, Closer to the CustomerImagination at Work: Imagine, Solve, Build, Lead* New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership1989Change Culture: A Continuing JourneyUsing Change as a Strategic and Competitive Advantage Optimizing Change Effectiveness Building a Culture that Drives Change199219961998200020032004Lean Six Sigma Speed the vision is shaped in behavioral terms.Mobilizing CommitmentThere is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Making Change LastOnce change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Monitoring ProgressProgress is real; benchmarks set and realized; indicators established to guarantee accountability.Changing Systems And StructuresMaking sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce changeSetting Up for Success“Off to a Good Start”Why is this Important?SUA “good start“ is essential to long-term success Even straightforward projects must be “scoped“ to ensure attention is focused on essential elements & deliverables Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations Time Invested up-front Pays Rich Rewards Down-Stream Go Slow To Go Fast!What is the Outcome?SUClear roles, responsibilities and expectations for all parties (Sponsor, Team Leader, Team Members, CAP Coach, Others) A well-defined scope of work for the project that all parties understand and are committed to achieving An effective project execution structure and processSetting Up for Success: ToolsSUProject Definition SCOPE: Timing Organizations Involved Processes Involved Levels Involved GOALS: Results / Target for Project Measurements of Success ROLES: What is Their Role? Who Should be on Project Team?Project Definition Tools Bounding Tools: GRPI Includes / Excludes Process Focus (SIPOC / COPIS) In the Frame / Out of the Frame Alignment Test: 15 words Critical Success Factors Significance Test: On the ScreenIn the Frame / Out of the Frame Flip ChartsDraw a large square “picture frame“ on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.15-Word Flip ChartEach team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking “What does it look like?“ or “How will we know it when we have it?“.PROJECT DEFINITIONPROJECT DEFINITIONPROJECT DEFINITIONProject Scoping ToolsSUIn & Out of the Frame Used For: Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project15-Word Flip Chart Used For: Developing a Project Definition StatementLeading ChangeCURRENTCURRENT STATESTATETRANSITION STATETRANSITION STATEIMPROVED STATEIMPROVED STATELeading ChangeLeading ChangeSystems and StructuresSystems and StructuresMonitoring ProgressMonitoring ProgressMobilizing CommitmentMobilizing CommitmentShaping a VisionShaping a VisionCreating a Shared NeedCreating a Shared NeedMaking Change LastMaking Change LastWhy is this important?LCStrong, committed leadership is critical to accelerating change at all levels. Leadership impacts all other change elements. Change Leadership is not a part-time activity.What is the outcome?LCVisible, active and public commitment/support. Willingness to take personal initiative and challenge the status quo. High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels. Leaders actively