The Service Request Matrix establishes service level objectives (SLOs) for the Service Desk based on the priority code assigned to the service request. The Incident Management Matrix establishes SLOs for the Service Desk based on the priority code assigned to a customer’s workload, i.e. Please Note: The service level objectives outlined above are used by the Service Desk as guidelines. To learn more about Carbon60‘s Request and Incident Management please call one of our expert business consultants toll free 1-888-Carbon60 or email us through our general sales form. I am an engineer who had spent my whole career in manufacturing in either technical or management roles.
When I use the term "Change Management" in my company, most people think of our Management of Change Procedure, which is the technical review of process and mechanical changes to the facility. It is all worthless if you do not anchor the new approach in the culture but unfortunately this is where most change initiatives fail.
Communicate – Recognize that communication happens, so decide to manage it rather than letting it manage you. Train – Build confidence and promote skill development with those leading and those being changed. Identify the change management activities that ensure the success and sustainability of the program. I cannot overstate the importance of leadership, but it is also the most difficult hurdle to cross. Stakeholder Engagement, the process of identifying stakeholders, understanding their concerns, and building their commitment, is the most important element of Change Management.
A stakeholder is anyone who touches the project, has influence on the project, or is affected by the project. Stakeholder analysis is the process of assessing where teams and individuals stand on your project, identifying how to allocate your resources and efforts, identifying needed interventions and engagement activities and ultimately building your communications plan.
A comprehensive communications plan will ensure that stakeholders have the information they need or want in order to participate in successful implementation. To improve the implementation's effectiveness you need to rapidly take advantage of successes and mistakes across the location and continuously improve team and organizational performance. Capturing learnings is part of the Think – Plan – Do – Review cycle and must be a conscious effort because organizational learning does not just happen in most cases.
IT Tool Super User – is the person who fully understands the use of any Information Technology programs that support the process. Identification of these three roles for each new business process is fundamental to sustainability. This is a more organic approach where some seeds are planted, but the growth is not systematic or even predictable.
It is about preparing the business for change and ensuring the capability exists to implement and sustain such change. This was popularized by John Kotter from the Harvard Business School in 1996, who built on the early work of Kurt Lewin (1890 – 1947). This is easier if there are market and competition realities, the so-called "burning platform", that employees can understand. You must ensure that it is imbedded in the leadership and link personal results to the new behaviours.
Reinforcing loops are represented by the visible parts of the tree and include new business processes, networking, business results and personal results. I like to start with a logo or a slogan that brings an identity and a branding that runs through the stages of the project. Everyone's already busy but now you want some of the busiest people at your site to take on more responsibilities. There needs to be a clear business case and the organization must understand how this is relevant to them.


You need to know who the stakeholders are, where they sit on the issue, and what you need to do to ensure that you are all rowing in the same direction.
It is not for circulation because it will include your judgements about people's support for your project. Where we often come up short in implementations is in doing broad-brush communications and not truly engaging. The plan will detail what message should be sent to which stakeholder by when and what is the method to be used. Harvard Professor John Kotter advocates creating "quick wins" as a strategy for broadcasting success. Establish the right environment for learning, then apply the change learning competencies of coaching, listening, inquiry, and knowledge management. Training must cover both the business process itself as well as the technical aspects of the job. This is not a computer programmer, it is the expert user who understands how the tool supports the business process. This priority code is based on the significance of the workload to the customer’s business.
The first model is the programmatic model – a linear program that takes you methodically from a to b to c.
You need to be much more flexible to work in this environment, aware of the progress and ready to ride the leading horse.
Armed with this new-found knowledge I began to reflect on some of the changes that I had seen over my career.
It also speaks volumes about how limited people's knowledge is about change management which addresses the human element of a new way of operating.
Kotter's research into successful and unsuccessful change initiatives led him to conclude that failure to adequately address all eight steps in order is a precursor to an unsuccessful change initiative. They must comprise senior decision makers in the organization because "what interests the boss fascinates me".
The role of the guiding coalition is to remove barriers, change structures, and encourage risk taking. An analogy is the age-old maintenance repair conundrum, "We don't have time to fix it right the first time, but we have time to fix it again!" Incorporating change management is akin to "Fix it right the first time".
Success will only be achieved once you have the commitment of leadership at all layers of the organization. Develop your list by also considering who can provide or withhold key resources, who stands to lose and can prevent a decision from being implemented, and who needs to be informed or kept in the loop. This takes time and effort and must be tailored appropriately, but it is one of the most effective change management tools that we have. Use multiple styles and forms of communication and recognize the need to repeat the message many times. If people know their roles and they understand how those roles fit into the new process, then you will stand a much better chance of making the change stick.
This involves measurement and audit to ensure that players are fulfilling their roles and to initiate interventions if there are gaps.
The focal point captures the learnings and makes the adjustments in support of the Process Owner.
That all changed when I was assigned the task of implementing a series of six business improvement best practices at our two oil sands manufacturing facilities in Alberta. I started out reading some books by respected Change Management authors such as John Kotter, Peter Senge, and Jim Collins.
This logical sequential approach leads to a nice neat plan, which appealed to the engineer in me.
You may not be able to control and report progress as easily as with programmatic change, but with emergent change, when it catches it can spread like wild fire.


It is an enabling activity, laying the foundation for a successful implementation, and it must live at the site level.
If upper management is not actively involved, anyone opposed to the change can use this as justification for holding back.
Support the new behaviours by purposefully creating short-term wins and visibly recognising people.
Work with the energy and shape it rather than expecting people to follow a top-down programmatic approach. Senge maintains that successful change leaders spend 80 to 90 percent of their time on the limiting loops.
Failure to get this right will result in resistance to change, project slippage, and lack of sustainability. It will outline explicit roles and responsibilities for those on the change team and those impacted by it. People take cues from the behaviours of their leaders and any inconsistency here is a licence to ignore the change initiative. Include the anticipated benefits in the business plan to show that reaping the rewards is not an option, but be sure to also include the implementation costs on the other side of the ledger. Each level of leadership needs to be at least one step ahead of the next level in terms of education and support. To gain commitment and alter behaviours you will need time and effort covering training, coaching, and reinforcement. Information sharing can be accomplished through presentations, lectures, memos, and videos.
Health checks, using external and internal resources, are an effective way of keeping the assessment unbiased.
I read information on our Shell internal website to see what other countries had done for their implementations. Successful change results in changed behaviours which is what is needed for it to survive long-term. The guiding coalition must create a compelling vision of the future to direct the effort and develop strategies to achieve the vision. These limiting factors show up at the beginning of the change process (no resources, inconsistent leadership behaviours), in the middle (fear and anxiety, resentment, lack of measurement) and ultimately when trying to establish sustainability (lack of linkage to business plans, unclear governance). Finally, I attended some training courses put on by change management professionals (none of whom seemed to be engineers, I noted!). I began to see that there are some fundamentals that must be followed and failure to dedicate the time, energy and commitment to each one is likely to sink your ship.
Employees have to see the new way as better than the current situation or you will stall at phase one. Above all the guiding coalition has to communicate, communicate, communicate using every vehicle possible.
There is no cookie cutter for this; it is specific to the players, the project, the timing, the environment. Clearly the most powerful communication method is face-to-face sessions, both planned and ad hoc, by the site leaders.
Word of mistakes travels quickly so public acknowledgement of this is important to maintain credibility.



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