NAB Enterprise Change Change@NAB Methodology LENA ROSS October - - PowerPoint PPT Presentation

▶
nab enterprise change
SMART_READER_LITE
LIVE PREVIEW

NAB Enterprise Change Change@NAB Methodology LENA ROSS October - - PowerPoint PPT Presentation

Dec 26, 2022 137 likes •277 views

NAB Enterprise Change Change@NAB Methodology LENA ROSS October 2014 2014 What weve done GOVERNANCE ENTERPRISE And...i ...its a an FORUM SOCIAL ESTABLISHED NETWORK ongoi on oing CONTINUOUS IMPROVEMENT jour urne ney! APR

slide-1
SLIDE 1

NAB Enterprise Change

Change@NAB Methodology

LENA ROSS October 2014 2014

slide-2
SLIDE 2

NAB E Ent nterprise Cha hang nge

What we’ve done

VARIOUS CHANGE TEAMS CENTRAL CAPABILITY ESTABLISHED CHANGE@NAB ROLLOUT GOVERNANCE FORUM ESTABLISHED HSI EXTERNAL REVIEW CONTINUE BUSINESS ENGAGEMENT CONTINUOUS IMPROVEMENT RELEASE 1 IMPROVEMENTS INDUSTRY ENGAGEMENT BUSINESS INTEREST GROWS

And...i ...it’s a an

  • n
  • ngoi
  • ing

jour urne ney!

2

WE E ARE RE HERE RE Before 2013 SEP 2013 APR 2014

ENTERPRISE SOCIAL NETWORK

slide-3
SLIDE 3

NAB E Ent nterprise Cha hang nge

Hitting the mark

  • Co

Cons nsistent nt – one w way ay, s sam ame w way ay

  • Align

gned t d to pro proven ch change ge theory ry – theory ry meets pr pract ctice ce

  • Sca

calabl ble f fro rom pro project cts to e enterpri rprise

  • Alig

ligned t to Proje jects@ s@NAB

  • Pro

romotes di discu cussion o

  • ver

r pro proce cess

3

slide-4
SLIDE 4

NAB E Ent nterprise Cha hang nge

From project based to enterprise ecosystem

change@NAB

business readiness uplift

portfolio

expertise engagement

capabil ilit ity

alignm nment nt alignment

service offering sponsorship

methodology

excellence

cons nsiste tenc ncy

agility continuous improvement

governance

contextualised

sca calable t tool

  • olkit

projects@NAB alignment

4

project delivery

slide-5
SLIDE 5

NAB E Ent nterprise Cha hang nge

From project based to enterprise ecosystem

change@NAB

business readiness uplift

portfolio

expertise

BaU

enterprise

engagement

capabil ilit ity

alignm nment nt alignment

service offering

bus usine ness value ue

sponsorship

methodology

excellence

cons nsiste tenc ncy

tal alking ng c chang hange c communi unity

common language agility continuous improvement

governance

contextualised

sca calable t tool

  • olkit

bus usine ness m mana nagement nt

projects@NAB alignment

5

project delivery

slide-6
SLIDE 6

NAB E Ent nterprise Cha hang nge

6

less more

slide-7
SLIDE 7

NAB E Ent nterprise Cha hang nge

From theory to practice

Cha Chang nge@NAB Phases Define ne t the Cha Chang nge Manage e the e Transit itio ion Imp mpleme ment th the Cha Chang nge Susta tain the he Ch Chang nge Kotte tter 8 s ste teps

Establish a sense of urgency Create a guiding coalition Develop a shared vision Communicate the vision Empower action Generate short term wins Consolidate gains, institutionalise the change

Pro roSc Sci 3 phases es (AD ADKAR AR) 5 sub ub p phases

Preparing for Change Managing Change Reinforcing Change

Awareness Desire Knowledge Ability Reinforcement Le Lewin 3 p 3 phases

Unfreez eeze Shock a system out of stasis Cha Chang nge Make purposeful adjustments Ref efreez eeze Engrain adjustments in system

Cha hang nge@NAB TOOL OLKIT Level 1 1 Level 2 2

What we deliver

7

slide-8
SLIDE 8

NAB E Ent nterprise Cha hang nge

Lev evel el 2 2 Proj

  • jects@NAB Aligned

ed Se Set o t of to tools and nd te template tes Wit ith fiv ive m min inim imum (mandatory) d del eliver erables es

ACCESSI SSIBLE: All found on the NAB Enterprise Change intranet

It is is scalab able, scalable, scalable, scalable

8

Sm Smal all Sc Scale C Chan ange Pro roject Cha hang nge

Level 1

Le Leve vel 2

Lev evel el 1 1 Sel elf S Ser ervice e TOOLKIT Typically lly BaU aU cha hang nge

Characteristics Reach Approach

slide-9
SLIDE 9

NAB E Ent nterprise Cha hang nge

9

more less

slide-10
SLIDE 10

NAB E Ent nterprise Cha hang nge

Outside in view ‘Cha Chang nge@NAB is one of the most well developed change management processes HSI has seen globally. There is still improvement needed in implementing the processes across all portfolios, however the process itself is well designed.’

Source: Organisational PPPM Assessment & Benchmark Report, April 2014, page 2

10

Ac According ing to to H HSI

slide-11
SLIDE 11

NAB E Ent nterprise Cha hang nge

It does take time to make it work

11

  • Overs

rsigh ght

  • Co

Cont ntinuo nuous us i improvement nt

  • Governa

nanc nce F Forum um

  • Enterpri

rprise C Change ge t team membe bers rs – alig ligned pe perf rform rmance ce m metri rics cs

  • New sta

tarte ter tr training

  • Ong

ngoing ng b bus usine ness enga gage gement a and d edu duca cation

slide-12
SLIDE 12

NAB E Ent nterprise Cha hang nge

12

Where to from here

Stay f ay focussed - on t n the he m mark

  • Maint

ntain n oversight ht a and nd governa nanc nce f for cont ntinuo nuous us i improvement nt

  • Continue bu

business enga gage gement and e d edu duca cation f for w r wide despre pread d ado dopt ption

  • Stay abre

breast of i indu dustry ry be best pr pract ctice ce

slide-13
SLIDE 13

NAB E Ent nterprise Cha hang nge

An evolution

VARIOUS CHANGE TEAMS CENTRAL CAPABILITY ESTABLISHED CHANGE@NAB ROLLOUT GOVERNANCE FORUM ESTABLISHED HSI EXTERNAL REVIEW CONTINUE BUSINESS ENGAGEMENT CONTINUOUS IMPROVEMENT RELEASE 1 IMPROVEMENTS INDUSTRY ENGAGEMENT BUSINESS INTEREST GROWS

And...i ...it’s a an

  • n
  • ngoi
  • ing

jour urne ney!

13

WE E ARE RE HERE RE Before 2013 SEP 2013 APR 2014

ENTERPRISE SOCIAL NETWORK