Change Management:
Evolving Business Culture
& Making it Stick
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Featuring:
Chris Bates
Matthew Taylor
VP of Global Customer Success
Clarizen
Strategic Accounts CSM
Clarizen
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Agenda
! " Change Management Methodology
! " How The Went About Getting There – The Journey
! " Sodexo Overview
•"
Why they care about PM
! " PM Problems That Needed Fixing
! " The Results They Wanted To See
! " The ADKAR Approach Relevant to Sodexo
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You Can’t Eat a
Whole Elephant
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Change Management
Methodology
My Way or the
Highway
= Meet resistance
immediately
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Change Management
Methodology
It’s going to be
perfect & easy
= The second
something goes
wrong, lose all
credibility
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Change Management
Methodology
Let’s give it a try, it’s
no big deal
= the path to
change. You build
trust because you
are being real
with them
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Change Management
Methodology
Let’s give it a try, it’s
no big deal
= theImperative
path to to target leaders at all levels in an
organization
to ensure maximum engagement
change.
You build
trust because you
are being real
with them
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How They Went About
Getting There – The Journey
ADKAR is still relevant in
the Future of Work
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How They Went About Getting There —
The Journey
“Why would
I want to
do things
differently?”
A
D
“Can I
actually do
things
differently?”
K
A
R
AWARENESS
DESIRE
KNOWLEDGE
ABILITY
REINFORCEMENT
of the need
for change
to support and
participate in
the change
on how
to change
to implement the
right skills and
behaviors
to sustain
the change
“Why do I
have to do
things
differently?”
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“What additional
skills do I need
to do things
differently”
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“How do I get
the support to
maintain a
different way of
doing things?”
10
Sodexo
revenues
80
countries
427,921
33,279
75 million
18 th
consumers
served daily
largest employer
worldwide
$20.6 bn
sites
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employees
11
Global Contracts
Procter & Gamble
Coca-Cola
Shell
GlaxoSmithKline
Unilever
BP
Johnson & Johnson
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Nestlé
Alcatel Lucent
Eli Lilly
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Nokia
Samsung
AstraZeneca
Merck / MSD
12
Sodexo Priorities: A Balanced Geographical Footprint
North America
Europe
Revenues
Revenues
38%
41%
Employees
Employees
31%
32%
Rest of World
Revenues
21%
Employees
37%
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13
Diversity of Sodexo’s
Quality of Life Services
The McDonalds
principle: London
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Diversity of Sodexo’s
Quality of Life Services
The McDonalds
principle: Australia
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Diversity of Sodexo’s
Quality of Life Services
The McDonalds
principle: USA
Why PM is so important to Sodexo
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Problems Sodexo was
Trying to Fix
•" No Governance
•" Disparate Tools
•" Limited Visibility
•" Lack of Trust in Mgmt Info
•" Behavioural Inconsistency
•" Poor Productivity
•" Geographically Dispersed –
Poor Collaboration
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The Results They Wanted to See —
the Case for Change
Why an enterprise-wide PM tool?
!
!
!
!
" Improve productivity
" Improve governance
" Improve collaboration
" Improve visibility
Strategic requirements of Sodexo PM tool
! " Targeting market leadership amongst competition
! " Differentiation of service
! " Emphasis on Collaboration
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18
ADKAR Refresher
A
D
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K
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A
R
19
Awareness
•" Current State Analysis
•" Communicating ‘The
Vision’
•" Engage Senior Leaders
•" Community of Excellence
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Desire
•" The Case for Change
•" WIFM
•" Changing Perception
•" What’s the Clients’ View
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Knowledge
•" Creating Capability
•" Certification
•" Training Excellence
•" Sharing the Knowledge
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Ability
•" GLOBAL Deployment
•" 6-step Process
•" Country by Country
•" Review and learn
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Reinforcement
•" Information Value
•" Benefits Review
•" Measurements
•" Lessons Learnt & KPI’s
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Results
Increased project visibility and
delivery performance
Increased project efficiency
and reduced PM margins
Established PM community to
leverage PM expertise in all
geographies
Results-driven global
collaborative PM approach
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30%!
MANAGE PROJECTS
THAT CONTAIN
12,000
50,000
TASKS
TIMESHEET
LINES OF DATA
PER QTR
INCREASE IN
PRODUCTIVITY
25
Questions?
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Thank You
Chris Bates
[email protected]
www.clarizen.com
Matthew Taylor
[email protected]
www.clarizen.com
#ClarizenAtWork15
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Copyright © 2015 Clarizen@Work. All rights reserved !