“Survival is optional. No one has to change.” (Deming) With a healthy dose of Kotter, we take a look at change management.

1. 1
International Institute
of Business Analysis
Vision: The world's leading association for
Business Analysis professionals”
Mission: To develop and maintain standards for the
practice of business analysis and for the certification
of its practitioners

2. Our Board
 Special Thanks to Outgoing President Ken Miller and Outgoing
Treasurer Kim Mallory
Position Officer
Secretary Tammy Reno
Treasurer, new Jon Rouseeau
VP Marketing, new Justin Alford
VP Communications, new Holly Wood
VP Events Ami Harvey
VP Membership Chander Sharma
VP Education Vacant
President, new Greg Garner

3. Today’s Speaker – Steve Little
 Principal Consultant, Strategic Solutions Group, InfoWorks
 25+ Years Experience
 CEO Executive Management
 Consulting
 Academics
 Research
 Policy & Strategy
 Business Statistics
 Management Science
 Professor at Lipscomb University
 Works with Non-Profit Organizations
3

4. "It is not necessary to change…
survival is not mandatory"
~ W. Edwards Deming
CHANGE MANAGEMENT
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5. THIS IS NOT A COMMERCIAL
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Vision Realized
Vision Created
Hard Work
Most people don’t recognize opportunity
because it’s disguised as hard work.

6. THIS IS NOT A COMMERCIAL
IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 6
Vision Realized
Vision Created
We love the in-between
Where Business Analysts live

7. BUSINESS ANALYST,
THE GREAT COMMUNICATOR
IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 7
“The single biggest problem with
communication is the illusion
that it has taken place.”
~ George Bernard Shaw

8. IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 8
Change Management
Change happens
The only constant in business…change
Change before you have to
It’s a choice

9. MY FIRST CHANGE MANAGEMENT LESSON…
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10. RESISTANCE TO CHANGE…
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1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE
OLD WAY
3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
5. PEOPLE FEEL OVERLOADED AND OVERWHELMED
6. PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE
SOUND
7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF
THEMSELVES
9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA
~ A. J. Schuler

11. THINGS TO CONSIDER…
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• Fear of loss is a greater motivator than the hope of gain
• The most elegant solution is worthless unless it is adopted
• A plan that cannot be changed, is not a good plan
• People don’t care how much you know until they know how
much you care
• I choose to believe that people inherently want to perform
well and to do good. It is our job to create an environment that
makes it easier for them to succeed than to fail (remember
that a failure can actually be a success...it will only be a failure
if it stops there).

12. PREPARING FOR CHANGE…
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1. Expose the need for change
a. Communicate the need to everyone in the organization – all must
understand why change is needed
b. Share a vivid, credible picture of what will happen to the organization if
change is not made
c. Create a sense of urgency
d. Begin preparing each person for change (“Who Moved My Cheese”)

13. PREPARING FOR CHANGE…
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2. Create a respected, trusted coalition of change agents
a. Enlist the right people
i. Cross-functional, multi-level
ii. Respected and trusted by the organization (unquestioned character,
unquestioned competence)
iii.Demonstrated leadership
iv.Visionary – not constrained by what exists today; not overly influenced
by “we tried that before and it didn’t work”
v. Evangelists – passionate about what they believe and not afraid to share
that passion
b. Collectively create the vision and the strategy for realizing it
c. Continue appropriate communications to the rest of the organization during
this process

14. PREPARING FOR CHANGE…
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3. Share the vision
a. Communicate the vision to all (consider external stakeholders as well)
b. The vision must have the following characteristics
i. Appropriate – It is consistent with the mission, or the mission is
changed to be consistent with the new vision. It will ensure the success
of the organization (a success that is much greater than that which
could be achieved without change).
ii. Realistic but big
iii.Understandable and palpable
iv.Motivating – “I want to be part of this.” “I am willing to sacrifice to
make this happen.”
c. Develop and implement a communication plan that continually reminds the
organization of the new vision. Consistency of the message along with
frequency and diversity of the communication are important.

15. PREPARING FOR CHANGE…
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4. Create and communicate the safety net
a. Don’t mislead people. Some will be displaced as a result of the change.
b. How will decisions be made?
c. What will happen to those who are displaced?

16. PREPARING FOR CHANGE…
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5. Make initial organizational changes
a. Ensure that the change agents are properly placed in the organization
b. Eliminate resistance first through persuasion, second through
containment (don’t let them do damage, they may get on board later),
and as a last resort through termination.
c. Eliminate protectionism and turf battles
d. Empower broad-based action (everyone is part of the solution;
everyone’s ideas are valued; everyone’s contribution and sacrifices are
needed)

17. THE CHANGE PROCESS…
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1. Generate short-term wins
a. Success is the best antidote for skepticism
b. As successes build, the change process will become self-perpetuating
c. The wins should clearly be consistent with the vision; be sure that
people see the linkage

18. THE CHANGE PROCESS…
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2. Celebrate successes
a. It is important for progress to be recognized
b. It is important to have moments of community celebration and pride in
what has been accomplished

19. THE CHANGE PROCESS…
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3. Stay on track; finish the job
a. Through project management (or similar constructs), ensure that the
change process continues moving, moves in the right direction, and is
completed
b. Expect the unexpected
c. Apply new learning (modify the plan as the organization creates more
and better information); re-communicate as you modify

20. THE CHANGE PROCESS…
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4. Respect the casualties
a. People will leave the organization. Many people who leave (or are asked
to leave) made contributions to the past success of the organization.
Honor those who are leaving (it speaks volumes to those who are
staying).
b. Processes will change. Remember that some people took pride (derived
value) in performing that process well. Respect the transition.

21. THE CHANGE PROCESS…
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5. Anchor the changes in corporate culture
a. Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
b. Include the change ideals and values when hiring and training new staff.
c. Publicly recognize key members of your original change coalition, and
make sure the rest of the staff - new and old - remembers their
contributions.
d. Create plans to replace key leaders of change as they move on. This will
help ensure that their legacy is not lost or forgotten

22. THAT WAS A HEAVY LIFT…
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23. IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 23
Patient to dentist: “Doc, do I have to floss between all of my teeth?”
Dentist to patient: “Oh, no, no, absolutely not!”
“Only the ones you want to keep.”

24. IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 24
Do we have to practice change management for every change?
“Oh, no, no, absolutely not!”
“Only the changes that matter.”

25. • Lean, effective cadre of
managers plans and directs all
efforts
• Changes are planned far in
advance and implemented very
deliberately
• Otherwise…
THE EFFICIENT ORGANIZATION
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• Failure to change, or
• Changing too impulsively
• Can have disastrous consequences

26. • Team oriented
• Empowered employees
• Responsive, decisive, quick to
take action
THE FLEXIBLE ORGANIZATION
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27. WHICH REFLECTS BUSINESS TODAY?
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28. WHAT’S THE ANSWER?
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29. ORGANIZATIONAL DEVELOPMENT
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• Equipping the organization and individuals within the organization to
achieve long-term success
• Identifying and remediating obstacles to organizational and personal success
• Building a strong, positive, success-oriented culture
• Ensuring that high-performing teams are the rule, not the exception
• Creating an environment that embraces and leverages change
(innovation…tolerance for failed attempts)
• Helping a barge crew become a white-water rafting team

30. LEADERS & MANAGERS
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"There is a profound difference between management and
leadership, and both are important. To manage means to bring
about, to accomplish, to have charge of or responsibility for, to
conduct. Leading is influencing, guiding in a direction, course,
action, opinion. The distinction is crucial."
And in one of his most famous lines, he added,
"Managers are people who do things right and leaders are
people who do the right thing."
~ Warren Bennis

31. LEADERS & MANAGERS
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Leaders use their heart to lead
and
Managers us their head to manage
Think in terms of: Leaders = Change
Managers = Stability
Together = Controlled Change
Vision without action is a daydream.
Action without vision is a nightmare.
~Japanese Proverb

32. FINAL THOUGHTS
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• The change process
• Generate short-term wins
• Celebrate successes
• Stay on track; finish the job
• Respect the casualties
• Anchor the change in corporate
culture
• Organizational Development
• Leaders & Managers
• Survival depends on
change…managed change reduces
the risk of failure
• People resist change…earn their
trust
• Prepare for change
• Expose the need for change
• Create a respected, trusted
coalition of change agents
• Share the vision
• Create and communicate the
safety net
• Make initial organizational
changes
Do well and do good