A C-suite guide to building organisational change slides v.2
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changefirst.com These slides explore key challenges facing senior executives tasked with managing change in today's increasingly complex and volatile business environment.
![Organisations are experiencing significant upheaval Source: IBM [ Capitalizing on Complexity – Insights from the Global Chief Executive Officer (CEO) Study, 2010] 69%](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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A C-suite guide to building organisational change slides v.2
- 1. A C-suite guide to building organisational change capability October 2011
- 2. Organisations are experiencing significant upheaval Source: IBM [ Capitalizing on Complexity – Insights from the Global Chief Executive Officer (CEO) Study, 2010] 69%
- 3. Significant gaps are opening up in organisations
- 6. Building your own = good business decision Source: 2009 Change in a Downturn Survey by Changefirst
- 8. Decide what level of maturity you need to reach
- 9. “ All” appears to be a good choice Source: McKinsey Quarterly [Helping employees embrace change, Nov 2002]
- 11. #1 Build executive sponsorship Three principles for success: 1. Executives take the lead on implementation 2. They are supported by skilled internal change agents 3. External consultants act as ‘shadow consultants’ not ‘surrogate leaders’
- 12. # 2: Make the training “just in time” and project focused Told Told and Shown Told, Shown and Experienced Recall after 3 weeks 70% 72% 85% Recall after 3 months 10% 32% 65%
- 13. # 3: Coach people who still need help People’s will and skill after training H Skill L Will H 30% 20% 20% 30%
- 14. # 4: Integrate change management into other processes
- 15. # 5: Help change communities to form and flourish
Editor's Notes
- Welcome – my name .... Spend the next 55 minutes introducing your to PCI In existence 16 years Help project mgrs and change professionals implement change – anyone with a major project Trained over 10,000 people 35 countries around the world Large private and public sector organisations
- IBM Post Office 1. Design training so that people work on real issues. If people apply what they learn to a specific project issue,learning retention has been shown to increase from 25% after 90 days to as much as 65%. 2. Only run workshops with people who have live projects to work on – either projects already underway or those starting in the next 30 days. This ‘just in time’ approach drives commitment and real application from employees. If you have a culture of people volunteering for workshops, it’s important put a strong filter into place to ensure that only people with current projects take part
- >75% people trust their friends and colleagues for advice Use this power Forums Best practice sharing Document source