Posts Tagged ‘Change Management’

Getting in Touch with My Inner Geek

Wednesday, July 7th, 2010
bit of a mashup from Integrate 2010

Death by IT PowerPoint - well, just illness...

A couple of weeks ago, I attended that IT conference I wrote about before, Integrate 2010: Uniting the World of IT.  The group putting it on was the Greater Cleveland Local Interest Group of ITSMF-USA, which is a professional association for IT Service ManagementAs I mentioned, it was great — I learned something new, met some interesting people and commiserated with yet another staff function that feels unappreciated. Here is part one of some observations about the sessions and speakers I saw.

George Spalding, VP Global Events, Pink Elephant

Spalding is a jovial, pink-faced man with round tortoise-shell glasses and a somewhat unconventional delivery for his speech, “2000 Years of IT Service Management.” He started his piece with a series of slides that took stories from the Bible and refit them into info tech situations. Think “Noah’s Ark” as an IT Enterprise Software project. His point was to show how silly typical IT responses to issues are — “Why do incidents happen? Someone made a change. Don’t we test these things?”

Spalding went on a while with Biblical story-telling, and from my perspective could have shortened the list. His main audience seemed to be charmed — and there was no denying the main messages: “You’re not in the IT business anymore” was the critical nugget — sound familiar? Prior to Y2K, Spalding said, “Fear, Uncertainty & Doubt” gave IT the freedom to do as it pleased. Once the world kept spinning into the new millennium, IT moved into the service business, and now there’s no returning to the old ways. He’s obviously comfortable with this speech and delivery — he could have been even better with some judicious editing, and a bit of presentation skills editing, too.

Michael Lundblad, Rational Worldwide Sales Executive, IBM

Mike Lundblad comes with a story. An ex-Marine officer, he speaks well, commands attention and represents an important company. The content of his presentation, “How to Recover from an Application Heart Attack,” was so far into the IT manual that I really couldn’t wrap my head around it.  He also seemed mainly to be describing products (Rational and Tivoli), rather than offering some type of independent advice or action steps. Of course, maybe that’s par for the course at these conferences — it was my first one!

Bob Balassi, chief technology officer, Maryville Technologies

Bob wore the same suit/shirt/tie combination on the dais as he wore in his program photo. He was a very polished, smooth speaker, but didn’t move at all (missing clicker hindered the show…note: buy your own – and don’t forget to bring it!). The static delivery hurt the presentation, but didn’t kill it. The title of the presentation is too long to include, but it was on what’s called IT Transformation. That’s the wholesale redo of a company’s IT world, moving from being technology driven to business driven. It’s kind of like when PR teams reorg to align more with their clients, rather than their own internal preferences.

His big message was that A) The transformation will continue (209 million Google results); B) Merger situations tend to push IT into the background, but improving these tools in a service format can yield a 25%-40% productivity increase and a rise in net present value of 5%-10% — that’s real strategic value, not just control-oriented window dressing. Could we make a similar claim for a communications transformation?

In another easily adapted bon mot, Bob said change management — both IT and organizational — is critical to success. Adopt-Adapt-Transform is the modality he shared, along with the need to engage employees and top leadership. He said there are stars, skeptics, cynics and slugs (and stabilizers), and you have to know how many of your team are in what category. I could have been hearing from just about any business improvement consultant. He did a fine job, though his PowerPoint was killing me.

More in part two.

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CEO Transitions Need Employee Attention

Monday, June 14th, 2010

When you’ve worked most of your life in big companies, as I have, it’s easy to forget that major change is a huge employee issue regardless of the size of company.  Big company complexity can be daunting to contemplate, and I’ve heard people pine for smaller firms with the idea that big change would be easier. News flash: It ain’t necessarily so.

Central Federal Corp and CFBank — a four-branch bank headquartered in suburban Akron with 66 full-time employees, according to Yahoo! Finance — is going to find out how easy it will be, now that former kahuna Mark Allio stepped down. According to Crain’s Cleveland Business, Allio offered his resignation at the company’s annual meeting, and now the firm is searching for a new leader, with General Counsel Eloise Mackus steering the ship in the meantime (and “indicating interest”, per the Crain’s piece).

During any big change process — and a CEO transition is usually a big one — employees get distracted; it’s human nature. There are at least 65 people at that company wondering 1) Who’ll be the boss? 2) What will he/she change? and 3) What will it mean for me. It won’t help matters that the company’s financial performance (as with many banks) has suffered during the recession. Now the boss quits and there’s going to be a “process” to replace him.

Employees are ripe for worry, and worried employees seldom give great service, which ostensibly is the raison d’être for community banks.

The tendency of the board and leadership team is to look inward to themselves and the shareholders. Yes, they have a fiduciary responsibility to those owners, but they must not ignore their wider team. I don’t know that they have or have not — but they will need to ramp up the contact with the ordinary employees and be sure they’re equipped with the right tools to manage the customers and prospects.

Here are three “must-dos” —

1.  A note to employees with a draft customer letter — explaining the change and next steps, including a basic timeline.

2.  Questions-and-answers document anticipating what customers, community leaders, friends and family will want to know about the change.

3.  Commitment to a weekly email note and a twice-monthly conference call for managers updating everyone on progress.

It’s not a hard thing to do at all, and following these steps can make it a whole lot easier to glide through the transition.

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