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Change Management The Human Factor

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Change Management. The Human Factor is more and more the key figure by creating successful change management. But how does it works? Michel van Buren of BLMC gives answers.

Change Management. The Human Factor is more and more the key figure by creating successful change management. But how does it works? Michel van Buren of BLMC gives answers.

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  • 1. Change Management the human factor Raymond Tukker Michel van Buren
  • 2. Program 15-30 min Michel van Buren / Raymond Tukker Discussion 30 min Case Solving 5 min Raymond Tukker Case Questions 20 min Raymond Tukker Business Case 20 min Michel van Buren Introduction
  • 3.
    • BLMC provides a contribution to the growth of
    • organizations.
    • We share knowledge, expertise and passion by providing
    • advice and people in the areas of logistics, supply chain
    • management, facility, purchasing and healthcare.
    • Executive search & Development
    • Interim-, Project- & Change Management
    • Business consultancy
  • 4.  
  • 5. 70 % of all organizational changes FAIL (Cozijnsen) (anders veranderen, 2004 page 19)
  • 6. Why?
  • 7. BEHAVIOR determines success
  • 8. Behavior determines success
  • 9. FIGHT FLEE PARALYZE BEHAVIOR determines success
  • 10. Does 70% of BLMC change management projects fail?
    • Research Nicky van der Kramer Msc. 2009
    • SUCCESSFUL ORGANIZATIONAL CHANGE WITH
    • THE USE OF AN INTERIM MANAGER
  • 11. Does 70% of BLMC change management projects fail?
    • ’ There were some political tensions on the workfloor, the IM actively influenced this by talking to people, bring people to reason and be clear. In the end political tensions reduced significantly and this was very important to create a calm organization.’
    • ‘ You need people who trust you, believe in you and will follow your line of thought. You can not achieve everything yourself, but you need people to help you. Creating this was my first priority.’
    • All the factors that influenced success were
    • based on influencing the behavior of people
  • 12. How to manage a CHANGE?
  • 13. 9 rules
  • 14. dynamics of thinking en doing Basics of change management
  • 15. sense of URGENCY Basics of change management
  • 16. MANAGEMENT LEADERSHIP DISCIPLINE Basics of change management Operational meeting Change Manager Managing team departments
  • 17. STURING LEIDERSCHAP DISCIPLINE Basics of change management MANAGEMENT LEADERSHIP DISCIPLINE Operationeel overleg Verandermanager Stuurgroep afdelingen MORE EXTROVERT RESOLUTE DISCIPLINED CONTROLS CHAOS
  • 18. Basics of change management MANAGEMENT LEADERSHIP DISCIPLINE
  • 19. LEADERS KNOW THEIR SPECIALISM Basics of change management
  • 20. change means COMMUNICATION Basics of change management
  • 21. SYSTEMATICAL THINKING Basics of change management
  • 22. SYSTEMATICAL THINKING TEAM Basics of change management
  • 23. Basics of change management SYSTEMATICAL THINKING FAMILY
  • 24. formal versus INFORMAL organization Basics of change management
  • 25. a MANAGEMENTAL accordance Basics of change management
  • 26. FORMAL INFORMAL MANAGEMENTAL ACCORDANCE SYSTEMATICAL THINKING MANAGEMENT LEADERSHIP DISCIPLINE COMMUNICATE URGENCY EXPERTISE THINKING & DOING BEHAVIOR
  • 27. Next; business case by Raymond Tukker
  • 28. Case solving Please tell us your approach!
  • 29. Case solving
    • Install interim Project Change Manager and create Project Structure
    • (systematical thinking)
    • 2. Replace key players in the structure
    • (systematical thinking)
    • 3. Install project team responsible for change management with key players;
      • Board member(s)
      • Interim Project Change Manager, Production Manager, Logistic Manager & HRM Manager
      • (management, leadership and discipline)
  • 30. Case solving
  • 31. Case solving
    • 4. Conduct interviews at all levels (communication)
    • Define actions and quick wins at all levels
    • (thinking & doing)
    • Make communication plan and initiate two-way communication (positive and negative)
    • Communication through meetings, newsletter, one to one meetings; 70% of change is communication!!!
    • Appoint Key Performance Indicators and communicate, measure and show results (sense of urgency)
    • Manage directly on daily basis (not coaching!)
    • (management, leadership and discipline)
  • 32. Case solving
    • Take time for the HR process and be very secure by HR matters!
    • (reduce fear)
    • 10. Solve all (technical) logistic and SCM issues
    • (leaders know their specialism)
  • 33. Result = Successful Change!
  • 34. THANK YOU FOR YOUR ATTENTION FORMAL INFORMAL MANAGEMENTAL ACCORDANCE SYSTEMATICAL THINKING MANAGEMENT LEADERSHIP DISCIPLINE COMMUNICATE URGENCY EXPERTISE THINKING & DOING BEHAVIOR