ANAGEMENT

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C
HANGE
M
ANAGEMENT
CUSTOMER COMPETITIVE INTELLIGENCE FOR PRODUCT,
PROCESS, SYSTEMS ENTERPRISE EXCELLENCE
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
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Q
UALITY
M
ANAGEMENT
CHANGE MANAGEMENT
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
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CAP The Change Acceleration Process
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ARMI Model
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ARMI Model
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In/Out of the Frame

• Not as complex as SIPOC, but useful when you feel
  there are many boundary issues facing the team
  (differences of opinion as to what is and isnt
  in the scope of work).

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IN/OUT of the FRAME

• Steps
• Draw the frame on a flip chart, or use tape to
  define borders on a large wall.
• Have team members make sticky notes on the frame
  in locations in/out /on the border for the
  project.
• Seek agreement through discussion.
• Seek agreement with the Champion.

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Threat vs. Opportunity Matrix
Building the case for change is one of the first
and most important tasks of the team. This simple
tool helps the team discover how to frame the
need for change more broadly and perhaps break
some old habits about change only as it applies
to a short-term threat.
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G.R.P.I. Check List
An excellent organizing tool for newly-formed
teams or for teams that have been underway for a
while, but who have never taken time to look at
their teamwork. Ideally, this tool should be used
at one of the first team meetings. It can and
should be updated as the project unfolds.
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G.R.P.I. Check List

• Steps
• Distribute copies of the check list to all team
  members prior to a team meeting. Invite team
  members to add details/examples on each of the
  four dimensions of the check list. Ask each team
  member to bring his/her completed check list to
  the team meeting.
• At the team meeting discuss and resolve issues
  related to the check list.
• Share certain aspects with the Champion/Functional
  Leader if appropriate.
• OPTION When there is considerable disagreement
  or tension within the team environment, team
  members can choose to complete the questionnaire
  individually and turn it in to a neutral party
  who will collate the data and give it back to the
  team in an aggregate fashion (thus protecting the
  anonymity of individual team members).

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G.R.P.I. Check List
Goals
Roles
How would you rate the degree to which your team
presently has CLARITY, AGREEMENT, and
EFFECTIVENESS on the following GRPI-related
elements?
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G.R.P.I. Check List
Processes
Inter- Personal
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Stakeholder Analysis
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Change Management Best Practices for
Transforming Your Organization
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Enablers Results of Better Change

• Better Change is integral to and focused on your
  organizations strategy.
• It leads to high performance, dramatically
  improved results, and measurable differences.
• Better Change is fueled by the brightest energy
  and most creative ideas of the people in the
  organization.
• Better Change is supported by properly empowered
  motivated employees and is driven by customer
  needs.
• It is guided by a limited set of balanced
  performance measures and builds revenue -- that
  is, it is not solely obsessed with cost.
• Better change is institutionalized in a culture
  that values continuous improvement.

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The Transformational Challenge

• The key entrepreneurial challenge of our
  generation is to envision and implement
  large-scale change that generates dramatically
  better performance levels.
• The Big Idea is often a network of small but
  powerful ideas that have been lingering, untried,
  for an extended period.

Performance Gap Cost Quality
Time Inventory
Potential
Constraints to Change
Level of Performance
Actual
Time
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Guiding Principles for Better Change

• Confront Reality The products and services of
  successful organizations, the processes and
  technologies that support them are not reality by
  tomorrows standards.
• Focus on Strategic Contexts Change is driven by
  global competition and technology innovations.
  Opportunities for change will be endless, but
  capital and energy are not. Knowing where to
  invest in change - where to seek improved
  performance - will separate the victors from the
  vanquished.
• Summon a Strong Mandate This is generally
  provided by top management, but should be
  amplified by the voice of the customer. Without a
  strong and consistent mandate the cost of change
  may double while the impact is halved.

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Guiding Principles for Better ChangeSummoning a
Strong Mandate for Change

• Every successful change project has a sponsor
  whose position becomes entwined with the success
  of the effort. The change team leader builds the
  case for the effort, sells it, marshals the
  necessary resources, sets goals and establishes
  milestones.
• The change team leader becomes identified with
  the program in the peoples minds.
• Evaluate change effort leadership via these basic
  questions
• Who is driving change into and through the
  organization?
• Is this person fully committed, even impassioned
  about the possibilities and about making them
  real?
• Is this person genuinely in a position to
  influence others - or is more senior executive
  support needed?
• The potential for success lies within the answers
  to these questions.

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Guiding Principles for Better Change

• 4. Achieve High-Impact Solutions by Setting Your
  Scope Intelligently Focus on measurably
  improving performance in areas most important to
  the organization and its key stakeholders.
  Overreaching the change sponsors broadest
  possible sphere of influence can doom the change
  project - but scope that is too narrow can lead
  to change with an unimportant level of success.
• Two Important Questions for Change Teams Senior
  Executive Sponsors
• What is the scope of the project?
• How many levers of change may the team actually
  access and alter?
• Setting scope and securing freedom of action
  appropriate to that scope are not simple matters.
  One-dimensional change typically generates
  either modest improvement in the bottom line or
  outright failure. Better Change is Always
  Multi-dimensional !!!

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Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions

• If you ask people for better performance - you
  must improve their work processes - give them
  access to the right information and tools - give
  them authority to make decisions, measure
  performance in new ways, and reward them for
  higher performance.
• If you restructure your organization - you must
  also rethink processes and the line of command,
  ensure that the systems and technology
  infrastructure supports the new configuration,
  and revise performance evaluation and
  compensation to motivate adherence to the new
  structure.

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Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions

• If you redesign processes - you must also
  redesign jobs and procedures, change the systems
  and technologies that support these processes,
  train people to perform new or different tasks,
  and remove barriers to change.
• If you invest in technologies such as information
  systems - you must also consider whether they
  support customer-critical processes and integrate
  with technologies now in place that you do not
  intend to upgrade. Further, you must prepare
  people to use the new technologies in their new
  or different jobs.

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Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions

• High-performance organizations address change in
  all of its dimensions. They involve parties not
  only throughout the organization, but beyond its
  boundaries.
• Forward-looking management teams recognize that
  the arena of change lies both within the company
  and outside in their key relationships with
  suppliers and distributors.
• An integrated solution will lower costs across
  the entire system of material supply,
  manufacture, and eventual distribution to the
  customer.
• This is working all the levers of change to good
  purpose.

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Levers of Change
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Lever of ChangeMarkets Customers

• Your vision of present and future may include
  differences in the way your organization will -
  or should - view and segment its markets and
  customer base.

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Lever of ChangeProducts Services

• The refined market focus that you envision may be
  accompanied by changes in the scope and variety
  of products services your organization seeks to
  bring to market.
• Perhaps you sense a need to establish strategic
  alliances and partnerships with key customers and
  suppliers.

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Lever of ChangeBusiness Processes

• There will probably be a gap in the way your
  organizations business processes operate now and
  the way the will need to operate in the future to
  bring competitive products and services to
  market.
• You may already perceive the need to introduce a
  new set of pointedly relevant performance
  measures at the corporate and business unit
  levels.

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Lever of ChangePeople Reward Systems

• Your vision may include differences in the kinds
  of people you will need, systems and measures for
  rewarding them, and the culture that sends them
  daily signals concerning how we do business and
  what we are all about as an organization.

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Lever of ChangeStructure and Facilities

• There is probably a gap between the
  organizations structure today and its best
  future configuration.
• New facilities may also show up in your vision of
  the kind of future worth having.

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Lever of Change Technologies

• Finally, your vision may reveal a gap between the
  information-based technologies in place today and
  those needed to remain competitive in the future.

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Guiding Principles for Better Change

• 5. Build a Powerful Case for Change
• You cannot assume that others are prepared for
  change - build a powerful case, work relentlessly
  to generate consensus - start with executive
  management and radiate down across the
  organization.
• This is a reasoned yet powerfully persuasive
  justification for the changes targeted by the
  change effort -- it should be
• Brief Clear
• Well-articulated Logical
• Well-documented Compelling
• Qualitative and quantitative

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Guiding Principles for Better Change Building a
Powerful Case

• Do not assume that the case for change speaks for
  itself.
• Segment your stakeholders.
• Be creative in building your case and help your
  organization visualize change - literally.
• Motivate people in the organization by clearly
  showing them how they can be positive agents for
  change.
• Tell the truth.
• Provide direction - the best case for change is
  built on two values
• Direction - establishes a destination and a plan
  for getting there.
• Discovery - is the explicit invitation to
  stakeholders to participate as creative agents in
  the change process rather than to apply the
  brakes or position themselves as victims.

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Guiding Principles for Better Change

• 6. Let the Customer Drive Change
• The customer is your reason for existence and
  their carefully examined needs should drive
  change.
• Absence of the customers voice is among the most
  common drivers of change project failure.
• The customer is typically a consistent voice and
  votes for what is valued each time that goods or
  services are purchased. The concept of
  systematically listening to the voice of the
  customer is central to Americas Malcolm Baldrige
  National Quality Award Criteria for Performance
  Excellence.

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Guiding Principles for Better ChangeLetting the
Customer Drive Change

• The voice of the customer is not heard.
• Change is a competition between the need for
  change and the barriers that resist it.
• Winning in a change project requires belief that
  barriers can be overcome and the end result will
  be worth the price.
• This belief must be widespread.

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Guiding Principles for Better Change

• 7. Know Your Stakeholders Powerful individuals
  and groups have stakes in the contemplated
  changes. The needs and motives of these
  stakeholders must be segmented, understood and
  prioritized.
• Segment the Stakeholders Tune Your Case to Key
  Stakeholders Key stakeholders will commonly
  expect early, tangible results and non-delivery
  is a primary reason for change program crash and
  burn.

HIGH
Impact of Contemplated
Changes LOW
HIGH
LOW
Support for Contemplated Changes
Motivated stakeholders can have a multiplier
effect on the change initiative. Communicated to
the rest of the organization, their optimism and
assurance will encourage fellow stakeholders to
persevere during chaotic or painful periods in
the change effort.
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Guiding Principles for Better ChangeKnowledge
Consideration of Stakeholders

• Generally there are four kinds of stakeholders,
  as seen in the proceeding graphic. Of these, two
  will ordinarily dominate
• Those supporting change
• Those not motivated to change.
• Stakeholders require a great deal of maintenance
  and you will spend much time eliciting their
  views and bringing them into consensus - or
  attempting to do so - but this will remove or
  reduce sources of doubt that might otherwise
  spread throughout the organization. Convincing
  some of your adversaries of the merits of your
  change effort will be important.

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Summarize and Track Key Stakeholder Positions via
a Change-Readiness Matrix
Change

Requirements
Customers

Suppliers
TARGET GROUP
POSITION
Intellectual Emotional Required
Required
Constituency Commitment
Commitment Skills Support
Senior Executives N/A
Through Directors
Plant Management
Plant Employees
Key Definitions Follow
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Change Readiness Matrix

• Committed and ready
• Committed, but not ready
• Uncommitted and not ready
• Intellectual Commitment the belief that change
  is necessary and the proposed changes are
  appropriate.
• Emotional Commitment the willingness to carry
  out the planned change and weather the storm.
• Required Skills the skills required to carry out
  change and operate effectively in the new
  environment.
• Required Support the support from others
  necessary to carry out change and operate
  effectively in the new environment.

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Stakeholder Position Summary

• Clarifying issues, fears, and opportunities
  through stakeholder meetings can move some key
  players beyond self-concern to the point of
  imagining and mentally trying out the changes you
  are sponsoring. Identify these co-workers /
  stakeholders as potential change agents.
• Using a Change Readiness Matrix may help and you
  may want to update this matrix at regular
  intervals as change readiness is a process,
  subject to change -- but with a desired direction
  and destination.
• While a change readiness matrix is useful, it
  does not replace detailed plans for securing the
  commitment to change that is needed for each
  group or individual.
• It is wise to summarize the position for each key
  stakeholder addressing such areas as Area of
  Change, Impact Level, Stakeholder,
  Anticipated Issues and Reactions, and
  Communication Strategy and Planned Response.

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• 8. Communicate Continuously Measure Readiness
• Clear, succinct messages will be understood and
  honest messages will be believed.
• A good communications plan will identify
• identity of stakeholders and communications
  objectives for each
• communications actions for each and messages to
  be sent
• tone of messages and media to be used
• expected outcomes and
• spokesperson(s) and optimal frequency of
  messages.
• Measuring stakeholders readiness for change is
  straight-forward -- interview and survey them --
  ask questions. Readiness for change can be
  conceptualized by the Change Resistance Curve
  and the goal is move the stakeholder up the curve.

Guiding Principles for Better Change
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Pull Stakeholders up the Change-Resistance Curve
Mental Tryout Hands-on Acceptance
Self-Concern

Point of No Return Transition to Acceptance Begins
Awareness

• Pre-awareness a sense exists that something
  needs to be done, but not a sense of what, how,
  or why.
• Awareness thoughts about what changes are
  needed, where we want to be, and how to get there
  are coming into focus but are not yet defined.

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Pull Stakeholders up the Change Resistance Curve

• Self-Concern The desired environment and
  possibly some elements of the projects are known
  in detail, whereupon the concern How will this
  impact me? comes to the fore. At some point
  between self-concern and mental tryout, the
  transition to acceptance begins.
• Mental Tryout Changes are beginning to be viewed
  as inevitable, attitudes shift to How do I make
  this work for me?
• Hands-on Simulation of the new environment in
  the form of pilot projects, prototypes, or
  training is formalized. The point of no return is
  reached somewhere between hands-on and
  acceptance, when the momentum for the change and
  near-acceptance of change have increased to the
  point that turning back is unlikely.
• Acceptance Changed order of things is reality.
  The new environment becomes the status quo.

Status Quo Latin for the mess were in!
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Guiding Principles for Better Change5 Cs of
Communication

• Be Candid Always tell the truth (You will know
  the Truth and the Truth will set you free. John
  832). Employees will probably know when the
  truth is not told.
• Be Contextual Provide stakeholders with the big
  picture as you explain the relevance of the
  project to the company.
• Be Constructive Guard against counterproductive
  comments that work against team and stakeholder
  unity.
• Be Consistent Ensure that verbal, written, and
  nonverbal forms of communication are consistent
  from message to message, and that your actions
  support your messages.
• Be Continuous Provide ongoing reinforcement of
  your commitment to the change initiative.

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Vital Communication

• Communication is the shadow behind everything you
  do in the transformation process.
• It is not the first thing on anyones mind, but
  you cant accomplish anything without it.
• Communication is fundamental to creating change.
• The foundation of effective communication is
  credibility. Trust is impossible to sustain when
  misleading information corrupts the case for
  change.

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Guiding Principles for Better Change 9. Reshape
Your Measures

• Driving change and causing people to act anew
  will require careful examination of
  organizational performance measures. First build
  your vision then design new measures consistent
  with its strategies and goals. Take the time to
  reevaluate and, if necessary, dismantle old
  measures.
• In creating a balanced set of internally and
  externally focused measures for your business
  take an inventory of your companys portfolio of
  performance measures. Map them to your corporate
  strategies and take a tough attitude in judging
  whether each measure is truly supportive of the
  companys vision and mission. Often, a
  significant proportion of these measures will
  conflict with or fail to support these
  strategies.

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Performance Measures
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Reshape Performance Measures

• Performance measures are a primary strategy
  deployment tool and it is vital to link these to
  strategy to ensure that the right signals are
  being sent by senior management.
• Performance measures are also a strong force in
  shaping organizational culture. The underlying
  values of an organization are often influenced
  by, and are a direct reflection of, key
  performance measures.
• What gets measured gets done! If performance
  measures are not appropriately adjusted, change
  can be made virtually impossible.

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Reshape Performance Measures

• Generally there should be no more than 40 to 60
  organizational performance measures.
• Choosing Measures - Performance measures should
  be
• Relevant does it have a significant,
  demonstrable relation to strategy and objectives?
• Reliable will the measure help identify the
  strengths and weaknesses of one or more business
  processes?
• Clarity of Naming System is its purpose readily
  understandable by its name alone?
• Availability of Data are the data necessary for
  computing this measure available at a reasonable
  cost?

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Reshape Performance Measures

• Principles for Selecting Performance Measures
• A. Reevaluate Existing Measures - guard against
  the influence of any of the following
• Fear Ownership What-if
• Rewards Estimates
• B. Measure Important Business Processes - Not
  Just Results!
• If you improve core business processes then
  customer and shareholder satisfaction will also
  improve.
• Revised measurement systems have two purposes to
  provide information about the effectiveness of
  business processes and to measure the ultimate
  results of these processes.
• C. Measures Should Foster Goal-Driven Teamwork.

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• D. Measures Should be an Integrated Set.
• To be effective, a measurement system must be
  designed as an integrated set derived from
  company strategy.
• E. Measures Should have an External Focus When
  Possible.
• A system of performance measures with an
  intelligent internal perspective linked to a view
  of the outside world might be
• Internal
• Revenue Operating Income Cash Flow Asset
  Utilization
• External
• Detailed Part Cost Comparison vs. Competitors
• Capital Redeployment Techniques Used by Others
• Items in Business Press About Competitors
• Thought Pieces Concerning Innovative Approaches
  to Product Distribution
• Measurements of Customer Complaints.

Reshape Performance Measures
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Guiding Principles for Better Change

• 10. Use All the Levers of Change Levers of
  Change are key points of application in your
  organization that will repay your efforts.
  Large-scale change can be achieved only when all
  of these levers are brought to bear in a
  coordinated manner.
• 11. Think Big Draw Positive Innovations from
  people throughout the organization. Small
  thinking dominates many projects, with
  predictably inadequate improvement results.

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• It is difficult to think out of the box -- we
  built the box - excellent in its time - which is
  probably past. Unparalleled opportunity for
  innovative thinking awaits us as increasing
  internationalization, numbers of women, and
  minorities enter organizations. These minds and
  perspectives help to shake the old paradigms and
  - where necessary - replace them.
• Team make-up will involve diverse disciplines,
  functions, and personal capacities
• Technology Process Redesign HRD
• Communications Training Development Project
  Planning
• Interviewing Information Gathering Leadership
• Change Facilitation Implementation
• Negotiation Conflict Resolution
• Operation of Business Processes
• Organizational Restructuring

Guiding Principles for Better Change 12.
Leverage Diversity
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Guiding Principles for Better ChangeLeveraging
Diversity

• The majority of team members should be respected
  individuals from your organization. All should
  be shakers and movers - viewed by other
  employees as trustworthy, thoughtful leaders.
• While team members will be diverse in skill and
  style, they should share the following
• That they have earned respect legitimately in
  your organization where legitimately means that
  however forceful and energetic they may be, they
  are also sensitive to other peoples needs and
  ideas.

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Guiding Principles for Better Change13. Build
Skills

• Over-invest in human capital. Build skills in
  people at all levels.
• Broaden the technical, problem-solving,
  decision-making and leadership skills of those
  who are in the trenches.
• Strengthen the facilitation, managerial,
  listening, delegation, communication, and
  diversity skills of those at the top.
• Make skill-building a key performance measure for
  all employees.

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• 14. Plan To drive change you must develop a
  documented and detailed action plan for change.
  It must cover all major actions required,
  including changes in processes, systems, people,
  organizational culture, the physical plant, the
  organizational structure, and training needs.

Hold the Gain
Act (implement)
Do
Study
Plan Standardize
ESTABLISH BASELINE RESULTS
Guiding Principles for Better ChangeA
Modification of Demings S-PDSA Cycle
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Guiding Principles for Better Change15.
Integrate Your Initiatives by Connecting the Dots

• Change programs of various types continuously
  surface in high-performance organizations.
  Insightful executives strive to balance the
  entrepreneurship of high-initiative managers with
  the need to adhere to a focused strategy.
• As change programs emerge, define their
  objectives, and consume resources, it is critical
  to maintain a consistent, integrated rationale
  for the whole pattern of change. An unplanned
  patchwork of change initiatives will promote
  bitter competition for resources, confuse
  employees, and reduce the positive impact of any
  one initiative.
• An organization cannot excel if assignments are
  made primarily on the basis of muscle and FCFS
  rather than on the basis of an integrated picture
  that centrally displays the companys highest
  goals.

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CONNECTING the DOTS
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Initiative Integration Connecting the Dots

• What is driving organizations to change? A
  Harvard Business School Conference on Managing
  Business Transformation provided the following
  insights.
• Pressure to cut costs
• Pressure to hold down prices
• More competitors, often on a global basis
• Opportunities to benefit from new information
  technology.

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Initiative Integration Connecting the Dots

• Participating organizations reported an average
  of Five concurrent change projects in their
  organization. The two leading programs were
• Customer Service and Continuous Improvement
• Next followed
• TQM Focus on Core Competencies
• Time-Based Competition Pay for Performance
• Strategic Alliances Downsizing / Right-Sizing
• Establishing a Learning Organization
• Reengineering / Business Process Redesign
• Autonomous or Self-Directed Work Teams
• Establishing a Network Organization.
• SINCE THIS STUDY, SIX SIGMA HAS EMERGED

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Initiative Integration Connecting the Dots

• What is the optimal integration of all of the
  organizations change projects and how should
  integration occur?
• The challenge is to evaluate and achieve program
  congruity
• Do the programs, taken as a whole, powerfully
  reinforce a common vision, or are there
  initiatives that pull the organization off-track,
  off-strategy?

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Initiative Integration Connecting the Dots

• 1. Understand Each Program
• A. Meet with the program sponsor - listen first,
  make judgments later.
• B. List and reconcile each concurrent programs
  key rationale - identify the following for each
  program
• Sponsor Life-cycle stage or time frame
• Methodology Key objectives
• Impact on customers Change drivers (the why?)
• Organization(s) / process(es) targeted for
  improvement
• Impact on the levers of change,
• C. Look for similarities before searching for
  differences.
• Connecting the dots is often as simple as
  highlighting the congruence of whats going on -
  what are the commonalities?

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Initiative Integration Connecting the Dots

• 2. Make Choices.
• A. Consider Integrating Teams. Ask project
  sponsors to share the best people, vision,
  effort, and results. Realize that this may
  require concessions in leadership, project name,
  and other lesser issues.
• B. Consider Discontinuing Activities that have
  inadvertently or deliberately kept related
  initiatives apart.
• C. Consider Killing One or More Initiatives that
  simply do not support the organizations goals.
  In any group of competitors, there are bound to
  be a few that just dont make it.

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Initiative Integration Connecting the Dots

• 3. Bury the Dead, But Not the Wounded.
• 4. Resolve Overlaps or Conflicts.
• 5. Connect the Dots. Most programs are likely to
  survive and you may not be able to integrate all
  of these into one grand initiative -- the task is
  to connect -- not merge the dots.
• A. Create the Big Picture for Your Audience.
  Focus on the common themes in each program. Build
  a legitimate story of common change drivers,
  common objectives, similar tactics. Each program
  has its objective impact on the levers of change
  - use this to show how the parts fit the whole --
  build the common vision around customers.
• B. Draw a Road Map of Yesterday and Tomorrow.
  Show the picture visually - making the
  sensibility of what is being done clear to
  everyone from the board of directors to
  entry-level professionals.
• C. Communicate the Big Picture Plainly
  Effectively.

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• Rate each from 1 to 5 with
• 1 very low, 2 low, 3 medium, 4 high, 5
  very high.
• Totals 15 - 34 points Watch Out!
• 35 - 55 points Keep a Close Eye on Things.
• 56 - 75 points You/ Your Organization are
  Very Likely to Successfully Implement the
  Change Program.
• Risk Factor 1 Adequacy of Risk Management
  Process
• Risk Factor 2 Adequacy of Change Program
  Definition
• Risk Factor 3 Effectiveness of Change Management
  Process
• Risk Factor 4 Adequacy of Sponsorship and
  Resources
• Risk Factor 5 Adequacy of Communication and
  Involvement
• Risk Factor 6 Range of Linked / Consequential
  Actions Identified
• Risk Factor 7 Coherence in the Sequencing of
  Linked Actions

Change Readiness Diagnostic Risk Assessment
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Change Readiness Diagnostic Risk Assessment

• Rate of Return Factor 1 Extent and Timing of
  Benefits
• Rate of Return Factor 2 Change Program Budgets
  Economy
• Rate of Return Factor 3 Extent to which Project
  Time, Specifications and Costs are Managed
• Rate of Return Factor 4 Degree of Focus on
  Business Results
• Latent Opportunity Factor 1 Program Scope
• Latent Opportunity Factor 2 Linking Change
  Drivers Through Actions to Performance
• Latent Opportunity Factor 3 Appropriateness of
  Benchmark Targets
• Latent Opportunity Factor 4 Quality of the
  Benchmarking Process

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C
HANGE
M
ANAGEMENT
End of Session
DEPARTMENT OF STATISTICS