Change Comes to the Change Management Think Tank Community Survey (April 2016) – Summary of Results

The following survey questions and responses were part of the March 22, 2016 CCMTT Luncheon Session, “Change Comes to CM” led by Mel Blitzer and Francois Kirouac. This was a paper survey distributed to participants, the unedited results listed below with Summary statements provided by Joan Faulk. 

Please feel free to comment and add to the survey.

1. How has the current economic situation in Calgary and the province impacted you professionally?

• Positively. I promote cost savings using lean. I find more market in this economy.
• Contract terminated early – Oct 2015, contract terminated early March 2016
• As a corporate trainer of admin professionals I see: a. more training on managing change is necessary; b. less $ available for trainers and; c. less time for training
• Slows growth of business
• Fewer opportunities; need to be more flexible, broader skills but also more specialized. Rates are lower, colleagues looking for work; looked to be all, end all; more specialised skills in postings
• Fewer choices in assignments, as a consultant.
• Not tripping over people.
• 50% loss in consulting revenue.
• Our oil and gas producer clients have significantly reduced their budgets for systems projects that we typically manage.

SUMMARY

Economic impacts to rates and available opportunities. Cost constraints presents opportunities for those delivering cost management strategies, fewer opportunities and shorter engagements for those delivering change management services.

2. From your perspective how do you see the current marketing for the services you offer as a professional. As a job seeker, an employee, a consultant, or a small business owner in the public or private sector? Where do you see the challenges and opportunities for seeking assignments in the current downturn?
• Huge opportunities, less resistance and more willingness to consider changes
• Consultant: many qualified individuals seeking fewer opportunities. Personal reputation and network very important; offering a blended level of services PM/OCM, BA/OCM
• This is a huge opportunity to re-engineer how administrative work is managed within an organization.
• Fewer growth oriented opportunities; more right-sizing and other cost reduction opportunities.
• CM is seen as an “extra”, nice to have; projects reduced so CM services reduced; need to be more flexible and even a lot of hats; more opportunities for independent. Opps: mentoring; support for other CM resources.
• There’s a need for one as a consultant to adapt very quickly and into fields of expertise that are not change management, ex. Business process design, process improvement, requirements gathering.
• Focus on improvement and management.
• 1. Loss in PS, opp in training; 2. Challenges in access to training funds – opp – leverage govt grants.
• Our clients are still in shell shock/cut & slash mode. We hope they’ll shift to looking for solutions to their predicament/circumstances.

SUMMARY

Change in demand requires us to be more flexible in our offering , consider alternative funding sources, leverage our networks.  

3. Do the usual OCM models (Prosci for example) still work effectively in the new environment, ex. Reduced and stressed staff?

·         I doubt that

·         Not aware of pure PROSCI being used in organizations; little appetite for change; approach needs to be targeted and lean.

·         Admin staff were never included in the models.

·         Partly – need a greater focus on costing business process elements and quickly mapping effects of change on organization; need efficient way for employees to design the change; need tools to speed transformation and do it cheaper

·         Lack of business analysis (grass roots) now impacts the CM capability/ability to deliver; KISS principles-don’t waste people’s time; No “fluff” do it quickly and don’t do more than needed.

·         I have never found that they worked fully in the past nor do they now; I created my own processes and my own tools to meet the exact needs of my clients.

·         Did they ever?

·         Yes, every more important to decide and prioritize.

·         Methodologies take too much effort and too long to delivery benefits. Everyone now wants more benefits for less investment (almost a silver bullet).

SUMMARY

Methodologies need to be streamlined, adjusted to reflect resource constraints (move faster, fewer BAs) and to drive to results sooner.

4. Has the new economic environment changed the way you propose your services?

·         Sure it did. Although the essence is the same.

·         More need to “sell” oneself, clearly demonstrate value; need to be competitive on rates; combined services: PM, BA, OCM, Process

·         Micro-learning to enable people to learn in 2 hr sessions

·         More focus on streamlining; more focus on specific issues; simplification of process

·         Business development/marketing is seen as very negative; companies aren’t wanted to talk to prospects; formerly consulting ROI didn’t deliver so now the money is not there.

·         Lower rates; offering wider set of skills to the clients.

·         Yes and no.

·         Yes, creation of govt grants for training.

·         Not so far; reducing rates won’t bring new business because our cost is a small percentage of project costs. Alternative compensation models are too radical.

SUMMARY

Adjusting the value proposition for change management – simpler, shorter timelines, shrinking the offering, showing returns on investment, lower rates.

5. Given your experience with such economic conditions in the past or in today’s situation, what three pieces of specific advice would you give to your fellow CCMTT members to adapt successfully to the current business environment?
• CM doesn’t matter to business
• 1. Network; 2. Ensure credentials are current; 3. Wait it out, things will improve/stabilize at some level; unlikely ever at peak oil prices
• Include admin professionals in your CM processes and offers.
• 1. Define personal brand; 2. Build your personal brand and; Provide value first, then build commercial rational.
• 1. Be open to other industries and other skills outside of CM; 2. Don’t be fussy about rates or part-time roles – open your mind to a new paradigm and new roles such as BA work; 3. Be positive and be smart; 4. Go back to school; 5. Volunteer; 6. Network; 7 catch up on your reading “smarter – faster – better”.
• 1. Spend your free time learning new skills to add to your portfolio of offerings; 2. Keep your business connections alive – don’t wait until you need people to connect with them; 3. Be known for your own mix of skills to differentiate yourself (brand).
• Understand business.
• N/C
• Promote a shorter, straighter line between the problem/opportunity and the solution. Complex approaches, drawn out projects & huge budget requests will not be successful. Great topic!

SUMMARY

Adapting to a changing market: sell value, wait out the recovery and use time to develop yourself, your network, your brand, refine your offering to deliver solutions faster, be flexible and open to change in roles/assignments, look to non-energy industries.