Training Magazine - June 2008 - (Page 32)

CASE STUDIES Kotter’s work and their application to 5) by providing all MasterCard the company. Later that month, employees access to these concepts COST OF CHANGE employees heard from Dr. Kotter through a variety of means. By cerTypical agenda to successfully implement LBC: himself, and some posed questions to tifying our own GTM&D team and Executive Team Commitment Meeting $10,000 him during a live broadcast from working closely with senior leaders Readiness & Impact Assess $10,000-$20,000 Linkage. and their intact teams, we are willPilot I: Assessing Integration Issues $30,000+ The Guiding Team (Step 2) consists ing and able to assist each business Learnings & of CMO Flanagan and his communiunit with its change initiative as Recommendations Report $10,000 cation team; Valarie Gelb, chief sales needs arise,” Breitfelder says. Customization of LBC Training & development officer and an early As for producing short-term Change Initiation Workshop adopter; and the GTM&D team, supwins (Step 6), Schulte says, “While Materials (if needed) $10,000-$25,000 ported by the ISB trainers. “While we we are early in our process, we Pilot II: Final Assessment focus on creating a culture of change, already can see improvements in of Integration Issues $15,000 we allow each business unit to assemthe ways in which teams think Launch Activities (Optional) TBD ble the correct guiding team for each about and plan for change. We are Rollout Options for Getting individual change initiative,” says Ann beginning to build a common ‘lanTraining/Change Initiation Workshops $25,000 for Train-the-Trainer Schulte, VP, Learning & Development, guage’ around change.” + $3,000/workshop who leads GTM&D’s MasterCard Adds Breitfelder, “We know we Follow-up to ongoing training and change University.“We en-courage each ‘Fred’ have to keep the momentum going leadership activities $5,000/month (optional) and ‘Alice’ of each initiative to be sure (Step 7), so we spend time with SOURCE: ISB WORLDWIDE they have all the necessary skills to teams helping them see the end execute each change. Our role is to goal but also making sure they support each change thread and to weave them into a culture of remember the reason why this work is so important.” change readiness.” Making these changes sustainable (Step 8) does not occur MasterCard’s vision (Step 3), reveals Matthew Breitfelder, VP, by coincidence. “Following each LBC session, the participants Management & Leadership Development, is “To be ready, willhave a detailed action plan that prepares them to not only ing, and able to change as the need arises.” The company’s broad launch their initiative, but to sustain early gains,” Ray says. communication efforts (Step 4)—including Intranet coverage of “The GTM&D team follows up with business unit teams, the change initiatives—have been enhanced through its strategic providing guidance, monitoring progress against action partnership with Worldwide Communications (its internal marplans, and serving as ‘group mentors,’ all aimed at making the keting and advertising team). “We have empowered action (Step changes a permanent part of our culture.” Kaiser Permanente: A Healthy Approach to Change I n March 2007, Kaiser Permanente charged new Chief Information Officer Phil Fasano with driving the organization’s technology agenda and leading its 5,600 IT employees. Kaiser Permanente’s major health IT initiative, KP HealthConnect—which digitizes and integrates nearly 9 million KP members’ medical and administrative information into a single system—already was well underway. The IT organization was challenged to develop and support KP’s goal for a technology-driven, information-based strategy. But the organization’s brand suffered, and morale was low. CIO Fasano needed to show IT employees how they fit into KP’s “bigger picture” and what behaviors were needed to support the strategy. The CIO went on a series of “listening and learning tours” to launch the organization’s vision and share the strategy. The creation of Kaiser Permanente’s Transformation Advisory Group (TAG) in mid-2007 was part of IT’s organizational 32 development philosophy around employee engagement. Formally launched in July 2007, TAG aims to help the organization achieve goals, to empower grassroots change agents, and to transform to a constantly learning and adapting organization. The TAG numbers approximately 50 employees across IT, ranging from mid-level managers to individual contributors who were selected based on the following criteria: respected across their organization/team; well connected and networked; energetic, enthusiastic, and engaged; and potential to be a “change agent.” TAG & LBC In an effort to apply a proven process for managing the transformation, KP also sent two of its management staff to a workshop on developing change management skills. “I was familiar with Dr. John Kotter and the change model he’s had out for years,” says one of those staffers, Karen Yolton, director of IT w w w. t r a i n i n g m a g . c o m | JUNE 2008 t r a i n i n g http://www.trainingmag.com

Table of Contents Feed for the Digital Edition of Training Magazine - June 2008

Training Magazine - June 2008 Contents Online TOC Editor’s Note Live & Online Training Today Soapbox How-To World View Changes With Penguins Keeping Forced Ranking Out of Court Across the Board Certify Me Meetings CPR How Secure Is Your Data? Training Leadership Summit Wrap-Up Tools of the Trade Inprint Questions for Covey

Training Magazine - June 2008

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