WHAT IS CHANGEMANAGEMENT? It is a structured approach to shifting/ transitioning individuals, teams and organizations from a current state to a desired future. For helping employees to accept and embrace changes in their current business environment.
WHY THERE IS A NEED FOR ACHANGE?• Systems • Competition• Processes • Innovation• Culture • Upgrades• Things could be better • New strategy• Mergers • Outsourcing• Acquisitions • Off-shoring• Continuous improvement • Economy• Take over • New technology • Centralization • Restructuring
FEW CHANGES OVER THEYEARS Nobody can go back and start a new beginning, but anyone can start today and make a new ending.
CHANGE BLUE PRINT• Serves as the basis for the post-change implementation plan by determining: What action to be taken When the timescale for change Who is to be affected and who is to be responsible for leading the changes How the actual blueprint Why the logic behind the actions taken
INFORMATION GATHERING Internal informatio n gathering Key Areas: Industry Personal Benchmar Experienc Cultural fit king e Strategic fit Informati Synergy Potential on Sources Management fit and Info teams Media style Corporate demographics Structural fit Market Previous Knowledg change e attempts
TRANSITION Transition is the process of one state of being to another.
CHANGE VS TRANSITION• External • Internal• Organisational • Personal• Quicker • Slower• More visible • Less visible• More predictable • Less predictable• Physical • Psychological• Tangible • Intangible
KOTLER CHANGE MANAGEMENTMODEL Establish a sense of urgency Form a powerful guiding coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short-term wins Consolidate improvements and keep the momentum for change moving Institutionalize the new approaches
5 PHASES OF CHANGE • Only if change managers understand these phases of change, and only if they act accordingly, they will be able to successfully manage change processes without obliterating peoples motivation and commitment.
TEN POINTS OF POTENTIALFAILURE2. A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another3. A big programme of activities without any clear goals for change4. Confusion between ends and means – the question of ‘training for what’ must be answered5. Short-term perspective. Three to five years is a realistic time framework for organisational change6. Lack of coordination between a number of different activities aimed at increasing organisational effectiveness
6. Overdependence on others – either outside consultants or inside specialists7. Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation8. Trying to fit a major organisational change into an old organisational structure9. The constant search for cookbook solutions10. Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package
KEY FEATURES OF LEADING CHANGE Enrolling • Making the journey and destination compellingly attractive • Helping people see a future they want to be part of • Helping people find a purpose and meaning for themselves • Requesting commitment • Helping people see possibilities for their contribution Enabling • Challenging self-limiting beliefs • Setting (together) stretching targets • Building self-esteem, confidence and trust • Putting into action • Building and sustaining people’s energy Energising • Celebrating successes • Giving recognition • Expressing optimism • Demonstrating the behaviours and values that are beingExemplifying required of others
Purpose Picture Plan Part• Explain the basic • Paint the picture • Lay out the plan for • Establish each person’s phasing in the part in both the plan purpose behind of how the outcome and the outcome the outcome outcome will • Outline steps and • Show employees the• ‘What was the look and feel schedules in which role & their relationship problem?’ • What is the people will receive to others. Until they see information, training it they can’t adjust• Who said so and outcome going to & support they need to hopes & fears to the on what look, feel and make the transition new reality evidence? sound like? • People oriented to tell • Show employees what employees how and part they play in the• What would have • How are people when their worlds are outcome & the occurred if no going to get their going to change transition process one had acted to work done and • Start with where solve it? interact with people are & work forward to leave the• What could have each other? past behind and happened to us if • How will a day emerge with new that had occurred be organised? attitudes, behaviours & identity
8 RULES FOR SUCCESSFUL CHANGE Rule 1: stay alive Rule 2: start where the system is Rule 3: never work uphill Rule 4: innovation requires a good idea, initiative and a few friends Rule 5: load experiment for success Rule 6: light many fires Rule 7: keep on optimistic bias Rule 8: capture the moment
CONCLUSION Make your management of the change project challenging. Provide the opportunity to develop oneself and organization.
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