change management Archives - Amanda Bernardo

Delivering change management as a service

admin — Tue, 30 Apr 2024 19:32:22 +0000

Over the last five years of my career, I’ve specialized in implementing complex digital solutions while focusing on the people side of change.

Specifically, I’ve worked with teams to understand and translate the distinct challenges they face in designing and delivering new or existing programs and services to ensure that they are adopted and sustained long-term by relevant stakeholders.

To achieve this, I enable teams to leverage human-centred approaches such as change management and service design to enhance their project/program design. Navigating the use of these methodologies can be, however, difficult, as employees often do not have the training nor the operational experience to enable them. As a result, we’re seeing more and more organizations establish transformation teams to effectively deliver this service.

As a public sector leader in change management and service design, I’ve had the opportunity to develop a Change Management Office from scratch within the public sector. In doing so, I’ve realized how difficult it can be to operationalize change management as a service and frequently meet with others trying to do the same.

This Playbook aims to positions others looking to establish a Change Management Office, particularly in a public sector setting.

It was built with best practices inspired by others in the field, as well as my own personal experiences in leading change across the Canadian federal public service.

It is important to use this Playbook as a guide, as change practitioners will always need to apply flexibility and judgement to their work in order to tailor change management tactics to project realities.

In addition, checkpoints have been added within the Playbook to support the delivery of change management as both a service and program, building in the internal steps needed to position a team of change practitioners for success.

References to external materials have been linked where cited

The Playbook itself is organized into three parts:

Defining your Change Office – here you’ll find an example of what this could look like.
A general overview on change management, including a high level introduction to various change management methodologies.
A step-by-step approach on how to deliver change management as a service – here the section is broken down further into three main areas:
1. Intake – how requests are reviewed and assessed for project support.
2. Project Support – this section is organized in four phases: defining the change vision and strategy; designing and developing change tactics with stakeholder engagement; delivering and supporting on change recommendations; and sustaining project success.
3. Close-out – how change practitioners will eventually close-out support.

My sincere hope in developing and sharing this guide is that it serves as a valuable resource in upskilling change management practitioners across the public sector.

Navigating change is often a constant and difficult challenge in the public sector but by sharing these best practices, I hope to equip change practitioners (new and seasoned) with the tools and insights needed to navigate these complexities effectively.

The reality is, change is hard. But designing your Change Office doesn’t have to be.

Change often demands practitioners to work in the proverbial ‘grey,’ where clear answers may be elusive, and solutions require adaptability. Yet, within this challenging terrain lies the essence of our work—the ability to untangle the mess, find clarity, and guide organizations through their transformation efforts. In recognizing the demanding nature of this field, it’s imperative for change management practitioners to understand the value of their roles. As change becomes a constant in the public sector, our work is not just valuable, it is an indispensable asset in steering successful and meaningful transformations that contribute to the greater good of society.

To download the Playbook:

The post Delivering change management as a service appeared first on Amanda Bernardo.

Government services are being challenged

admin — Thu, 28 Sep 2023 23:39:00 +0000

This year has emphasized the importance of citizens’ services with a newly named Minister and newly created sub-committee on service delivery. Government services are being challenged to be delivered in a more efficient, timely, and accessible manner for Canadians.

But how do we achieve that?

Change management and service design can help

As the current Director of teams in change management and service design, I see first hand how both disciplines are able to improve the way in which government services are delivered. More importantly, I see how integrating these disciplines from the onset can improve the overall planning, implementation and sustainability of these services by aligning them to a more human-centric approach to delivery.

Service design focuses on deeply understanding and addressing the unique needs of users, ensuring services are efficient, effective, and centered around the user experience. In our team, this includes a strong degree of research that simplifies even the most complex scenarios to develop user personas and client journey maps, while identifying problem gaps and possible solutions. In parallel, change management orchestrates a smooth transition from existing processes or solutions to freshly designed ones. This can include the development of feedback loops to inform readiness and response tactics such as communications, stakeholder engagements, training, resilience management and pilot programs.

When these methodologies intertwine seamlessly, they possess the potential to revolutionize how we advance service delivery for Canadians. This integration ultimately offers a promising avenue for a more citizen-centric, efficient, and adaptive public service.

How do we apply these disciplines in action?

Integrating service design means placing citizens at the core of service development. Take the time do this. Understand user needs, preferences, and pain points to tailor services and provide a seamless, personalized experience. This not only boosts citizen satisfaction but also fosters trust and engagement. To transition towards citizen-centric services in a smooth and efficient manner, apply change management. By managing resistance, providing adequate training, and building awareness, we can minimize disruptions during the transition and optimize the adoption of new solutions. What both disciplines do really well, however, is force us to be iterative. Continuous feedback loops and adaptability to evolving needs enable us to fine-tune services and respond effectively to changing circumstances, ensuring long-term success and relevance. We can’t develop services as a one-and-done, especially when the world around us is changing daily. Service design and change management remind us of that truth and encourage us to take an iterative approach to service delivery.

It’s a very exciting time for service delivery in government, but let’s make sure we take the time to apply these methods in order for us to make these services as client-centric as possible.

The post Government services are being challenged appeared first on Amanda Bernardo.

Change management isn’t always an obvious approach

admin — Fri, 04 Aug 2023 16:52:00 +0000

We all know that change management is crucial, but here’s the catch—it isn’t always an obvious approach.

Change management isn’t a one-size-fits-all solution; it requires a thoughtful and research-driven strategy. To drive successful change, we must be willing to roll up our sleeves and dive deep into understanding the unique context and intricacies of each project. This requires meticulous research, data analysis, and keen observation to uncover the underlying drivers of change.

Working in this space, we must recognize that successful change requires a strategic, thoughtful approach. What works for one project might not necessarily work for another.

So, where do you begin?

The foundation of successful change management lies in building trust and fostering clear communication within the organization and project team. By involving stakeholders early on and throughout the process, we can create a shared vision and a sense of ownership, enhancing the likelihood of successful change adoption. If we can demonstrate our willingness to listen, learn, and modify our strategies based on stakeholder feedback, we also foster a sense of ownership and buy-in among those affected by the change. This collaborative approach strengthens trust and boosts the chances of successful change adoption.

Recognizing the importance of change readiness is equally vital. Assessing the organization’s readiness for change can provide valuable insights into potential obstacles and opportunities for growth. It allows us to identify areas that require special attention and tailor our strategies accordingly.

It’s important to also remember that change isn’t always smooth sailing. Resistance to change is a common human response, and it’s something we should expect. By proactively addressing resistance and engaging with stakeholders empathetically, we can gradually win their support and commitment.

As projects and people will vary, change management therefore must be both agile and adaptable. As change leaders, we must recognize that change isn’t a linear process; it’s a dynamic journey that requires continuous learning and adjustments. Being agile in change management allows us to respond swiftly to emerging challenges, seize unexpected opportunities, and align our approach with the evolving needs of our organization. It empowers us to stay ahead of the curve, making necessary course corrections to ensure that our change initiatives remain on track and deliver the desired outcomes.

So, while you may want to have a copy-paste approach to change management, and sometimes similarities in application will exist, it’s important to apply the nuances needed in order to tailor your approach to the project at hand.

The post Change management isn’t always an obvious approach appeared first on Amanda Bernardo.

Leading transformation with change management and service design

admin — Wed, 31 May 2023 21:10:00 +0000

Over the past year, I’ve had the opportunity to work as the Director of Change Management and Service Design with Shared Services Canada ‘s Enterprise Transformation Directorate. A role I currently find myself in today. In this role, I’ve had the privilege of witnessing the transformative power these disciplines hold in leading human-centric approaches for change.

From leading initiatives that support the enterprise delivery of services, to launching the implementation of tools to improve internal processes, to supporting organizational restructures and more, each transformation has helped offer some valuable lessons that can help the broader public service:

1️⃣ Embrace a user-centric mindset: By placing citizens and their needs at the forefront, we can create public services that truly make a positive impact. Let’s design services that are intuitive, accessible, and tailored to meet the diverse needs of our communities.

2️⃣ Foster collaboration and co-creation: Change and innovation thrive in environments that encourage cross-functional collaboration. Let’s break down silos and work together across departments, agencies, and stakeholders to drive meaningful change in the public sector.

3️⃣ Continuously iterate and improve: Change management and service design teach us the value of constant iteration. Let’s be open to feedback, learn from failures, and iterate our services to ensure they are continuously evolving, improving, and staying relevant to citizens’ ever-changing needs.

4️⃣ Embrace a data-driven approach: Leveraging data and analytics can help us make informed decisions, identify pain points, and measure the impact of our interventions. Let’s use data to drive evidence-based decision-making and deliver more effective public services.

5️⃣ Cultivate a culture of innovation: Encourage a mindset that values experimentation, creativity, and risk-taking. Let’s foster an environment where public servants feel empowered to bring forward innovative ideas, knowing that their contributions are valued and supported.

Together, change management and service design can help revolutionize the way public services are delivered. By embracing these principles, we can create a brighter future where citizens receive exceptional, user-centric services that truly make a difference.

The post Leading transformation with change management and service design appeared first on Amanda Bernardo.

The value behind your change management approach

admin — Fri, 17 Mar 2023 13:04:00 +0000

Stop leading change without a change management plan.

A change management plan is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.

It helps to:

Identify potential sources of resistance and develop strategies to minimize it.

Enhance communication by communicating the rationale for the change, its benefits, and the steps involved so that individuals affected by the change can better understand its importance and contribute to its success.

Improve planning by identifying potential roadblocks, develop contingency plans, and ensure that all stakeholders are adequately prepared.

Build trust and provides a voice to stakeholders to establish transparency, manage expectations, and provide a forum for stakeholders to express their concerns, ideas, and feedback. This can help ensure that their needs are taken into account.

Increase adoption by building buy-in from key stakeholders, ensuring that employees have the necessary skills and knowledge to implement the change, and providing ongoing support and resources.

Enable continuous improvement through ongoing feedback, evaluation and refinement (course corrections).

Reduce disruption caused by the change by identifying potential risks and developing mitigation strategies to manage them.

Improve ROI while aligning the change with the organization’s goals and objectives.

Sustain change by ensuring that the necessary resources, processes, and systems are in place to support the change. It also helps to monitor the change to ensure that it continues to deliver the expected benefits over time.

If change is the only constant then change management should equally be repeated alongside it.

The post The value behind your change management approach appeared first on Amanda Bernardo.

Change is hard. Change management is no easier.

admin — Sat, 28 Jan 2023 14:03:00 +0000

Change management can be difficult for several reasons. Change itself can be disruptive to people’s routines; create uncertainty and anxiety; lead to varying levels of resistance to change; and require new skills and ways of working, which can be challenging and time-consuming — to name a few.

There are several strategies that can help improve change management:

Communicate effectively: Clearly communicate the reasons for the change, the benefits it will bring, and how it will affect different stakeholders. Be transparent and involve employees in the process as much as possible.

Build buy-in: Involve key stakeholders in the planning and implementation of the change. This can help ensure that they understand and support the change, and can also help identify potential roadblocks.

Prepare and train employees: Provide employees with the necessary training and resources to help them adjust to the change. This can include training on new processes, systems or technologies, as well as tools to help them work through the transition.

Manage resistance: Anticipate and address potential resistance to the change. Identify the sources of resistance and address them directly.

Create a sense of urgency: Clearly define the need for change and the benefits it will bring. Communicate the potential risks of not changing and the opportunities that will be missed.

Have a clear plan: Create a clear and actionable plan for implementing the change. Identify the steps that need to be taken, the resources required, and the timelines for completion.

Measure and monitor progress: Continuously measure and monitor progress throughout the change process to ensure that it is on track and make adjustments as necessary.

Recognize and reward success: Celebrate the successes of the change and recognize the contributions of those who have helped make it happen.

Implementing these strategies can help make the change process smoother and more successful. It is important to remember that change management is not a one-time event, it requires continuous monitoring and adaptation.

The post Change is hard. Change management is no easier. appeared first on Amanda Bernardo.

If you miss this initial step, your change management efforts will fail

admin — Thu, 26 Jan 2023 02:15:00 +0000

“It’s been said before, but it bears repeating: in order for change management on any scale to succeed, it must be perceived as an initiative that arises from a partnership with all stakeholders involved, sharing an understanding of the project’s outcomes. Change should not be handed down with the commandment to “make it happen.” When others don’t understand the purpose or urgency of the change, it can be met with bad attitudes, resentment, and conflict. That’s why alignment matters.“

The idea that change management will run a few activities during your project plan and your check mark of their involvement is therefore complete…. is very flawed. And yet, we see this integration of change management advisors all the time.

To know what actions change management should take, you have to engage with your stakeholders first. They have to be part of the group that helps identify their own needs and potential solutions to those needs. Assuming what they need and why runs the risk of wasting time on products or activities that will end up ignored, resisted or missing the mark entirely.

But even before you begin to explore the activities needed to improve the “how they will change” aspect of the project aka “the make it happen”, stakeholders need to know why. They also need to understand what is changing, what is the current state and planned future state, and who will it impact by when. This initial understanding can help build desire for people to change, they understand why the change is happening and the benefits it will have on their specific role and organization in order for the change to succeed. Then you can move into the make it happen phase, equipping with the knowledge and tools of how to change.

But if you rush and miss this initial step, and if when you get to rolling out activities you miss involving stakeholders in their development, you will likely face resistance and be required rl take a step back.

The post If you miss this initial step, your change management efforts will fail appeared first on Amanda Bernardo.

Lessons learned from a year in change management

admin — Fri, 21 Oct 2022 14:44:00 +0000

It’s been a year since I took on leading the Organizational Change Management team at Shared Services Canada to:

rebuild the team
mature it’s service model
upskill employees in change management
continue to deliver change management as a service

A short post on how it’s going.

In building my team, I noticed that change management is still fairly new in governemnt with few working directly in “it”.

That said, many have navigated change and have the soft skills/potential to transition into this work – that’s how I’ve hired!

(Shout out to my amazing team )

Our team, unlike other change management shops in government delivers change management as a service – almost like a mini internal consulting firm. To offer improved consistency and experience, we’ve redefined what that service looks like (end-to-end, targeted, advisory) to support our clients.

Leading change is not a copy and paste exercise, but there are best practices, tools and steps that can be captured for consistency. That’s why I’m working on an internal playbook to support new team members in how we offer support to guide their questions, analysis and recommendations.

We then hope to translate this into an external playbook that can be used by clients to navigate change, with a supporting self-service portal of tools and templates. This way we can serve as more of an advisory role and promote embedded change management capacity in project teams.

One of my observations has been the placement of change management practitioners. Arguably, every project team should have change management resources embedded. As “consultants” we have to onboard to new files and teams regularly to offer support but if orgs built capacity directly in teams, the integration would be a lot better!

That’s why we’re working on upskilling employees in change management so at a minimum, a foundation of change management can be initiated in project teams where we then play a larger advisory role than delivery. To do so, we launched a joint human centred community of practice (with our sister shop in service design) to offer learning, coaching, and more in both fields!

In delivering change management as a service, it’s obvious in many instances that we’ve become the new buzzword in government (see ya agile). But when prioritized, resourced and arguably done right, change management can improve adoption and implementation of all the many changes underway.

I’m fortunate to work for an org that values the people side of change so that we can prepare, equip and support individuals to successfully adopt change and drive organizational success and outcomes forward. As we continue to modernize our services, change management will be key to this work.

If you’re interested in learning more about change management:
visit Canada School of Public Service for great initial courses
get certified with Prosci (a leading change management methodology)
dig deeper with Being First, Inc.
or reach out for an informal chat

Maybe this is where your career path takes you next!

The post Lessons learned from a year in change management appeared first on Amanda Bernardo.