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How to implement successful Change Management?

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  • + guest7ac699d guest7ac699d 6 months ago
    Hi.

    Keeping people focused on what is required and why, and how they need to be doing things differently is crucial.

    Great. But how am i supposed to keep people focused etc. when i am completely unable to deal with people, when I just don’t like human beings ? Do i need to change myself, or there are some communication and management styles that can be adopted to achieve the goal without angel’s character ?
  • + guest16641c guest16641c 7 months ago
    Hello Rick, very interesting and clear overview of steps to be taken and not to forget. Thanks a lot! Winfred
  • + guest22525c guest22525c 7 months ago
    Very interesting and clearly presented material! I’m currently looking into similar approaches for a company I am hopeful to be working for in the coming months. Very insightful and thought-provoking. Thanks for sharing!
  • + guestb0bf00a guestb0bf00a 7 months ago
    Hi Rick, - many good points in your presentation that addresses critical issues in managing crucial changes within a company. Very interesting reading, - tx!
  • + guest82488f guest82488f 7 months ago
    Oh the slides bring to the surface the joy of running a company well and ’making things happen’. The knowledge and expertise illustrated in the slides is good corporate sense written down - what many in senior positions should know and maybe only realise they do know, even some of it, when prompted by the slides. The fact that too many are blinkered in the day to day leads to the situation where a dynamic, vigorous thinking, inclusive culture is seen as ’change’ rather than business as usual. Torben, thank you for sharing, I trust the messages in your presentation will reinvigorate those with a passion for getting it right..
  • + guestd2bc73 guestd2bc73 7 months ago
    thanks a lot. very good presentation. easy to understand & systematic.
  • + Tony.Heath Anthony Heath 7 months ago
    Sometimes I feel that Change Management is impossible. Is managing change like managing cats? But then I realize that when people discuss change management they mean that they want to understand how to positively move an organization from one state of being to another, usually for the better. This is indeed a noble goal and one that can be helped by a logical progression as described in Torben’s slides. Too bad it’s so hard to accomplish within an organization.
  • + gueste19efc gueste19efc 8 months ago
    Rick,
    Am Change Mgmt consultant -- your presentation is right on! Very nice job, Torben. Also would offer a reference I have used frequently: The Leadership Challenge by Kouzes and Posner. Very good book supporting your presentation....Michael
  • + guestcbc3c guestcbc3c 8 months ago
    GREAT Presentation!! thank you very much- it is exactly what i needed for my presentation. we are currently undergoing an organization restructure and some of the slides were greatly beneficial.
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How to implement successful Change Management? - Presentation Transcript

  1. Torben Rick Better be prepared for the next crises Don t Don’t end up like Bad Schandau
  2. Bad Schandau 2002 - Flood of the century
  3. ....... and again 2006........ Flood of the century
  4. When will the next flood of the century come? Maybe B d S h d is M b Bad Schandau i prepared the next time How to b prepared f H t be d for the next time?
  5. How to avoid another ”Jahrhundertflut”? Jahrhundertflut ? Make continuous improvement an important p of the company’s culture p part p y Business improvement Performance Improvement Restructuring Organizational development Operational improvement Business Transformation Crisis prevention Change Mangement Turn-Around Cultural Transformation
  6. The road ahead
  7. CREATE A SENSE OF URGENCY
  8. Create a sense of urgency Create a sense of urgency based on the company’s financial performance, competitive situation, market position, technological trends – shrinking margins, decreasing market share, flat earnings, a g g , g , g , lack of revenue growth, or other relevant indices of declining competitive position Communicate this information broadly and dramatically, especially with respect to crises, potential crises etc. The communication goal is to convince that business-as-usual is totally unacceptable. In other words: “To make the status quo seem more dangerous than launching into the unknown”.
  9. Determine areas of improvements Revenue Gross Margin Cost Cost
  10. Determine areas of improvements: Main- & Sub driver Main
  11. CREATE A SHARED VISION AND COMMON DIRECTION
  12. Boarding card ………. for the road ahead Communicate vision, mission, strategy and values C i t i i i i t t d l
  13. Driving license ………. for the road ahead Communicate vision, mission, strategy and values
  14. Communicate vision, mission, strategy and values Use all existing communication channels to broadcast the elements People in the organization may need to hear a message over and over before they believe that this time, the call for change is not just a whim or a passing fancy. It takes time for people to hear, understand, and believe the message. And if they don‘t p g y particularly like what they hear, y y , then it takes even more time for them to come to terms with the concept of change. Have they heard the message? Do they believe it? Do they know what it means? Have they interpreted it for themselves, and have they internalized it? Until managers have listened, watched, and talked enough to know that the answer to all these questions is yes, they yes haven‘t communicated at all.
  15. Communicate vision, mission, strategy and values Is internal communicatigon just as intriguing as external communication toward the customers? Have we planned internal marketing as a process involving all managers and staff and not merely as one-way communication? Have we been creative and unconventional in our choice of internal marketing measures? g Have we taken into account that we need to render visible the results and give positive feedback to the organization? Have we considered what may p y prevent internal marketing from g becoming a success? Will it be fun to be employed with our company in the year to come? Are you y y yourself looking forward to being employed with y g g p y your company p y in the year to come?
  16. VISUALIZE THE “JOURNEY”
  17. Visualize the “journey” journey Let’s follow the sunrise…on a balloon trip around the world h ld Visualize the “journey” and the goals
  18. Communicate the targets in a simple ways ..... A surprisingly simple image can express more ideas than a thousand complex words Customer satisfaction alone is no longer enough …… "We are fighting for every burger …..……. “ .... We need to surprise the customer Just one more EURO from each customers budget brings us …….. in revenue And you are the PERSON who brings the customer to say "Wow!"
  19. CREATE A DIALOG WITH THE ORGANIZATION INVOLVE THE WHOLE ORGANIZATION
  20. Create a dialog - Involve the whole organization By organizing discussions throughout the organization, spreads the company‘s vision and competitive situation so that individuals and teams can accurately align their own activities with the company‘s new y g p y overall direction Management is the message: Everything managers say – or don‘t say – g g y g g y y delivers a message. Too many managers assume that communications is a staff function, something for human resources or public relations to take care of. In fact, communications must be a priority for every manager at every level of the company One of the paradoxes of change is that trust is hardest to establish when you need it the most There are some companies that employees trust most. trust. But if a company is in trouble, or if it is in the middle of a change effort, lack of trust automatically emerges as a serious barrier
  21. Create a dialog - Involve the whole organization Usually the rumors are much worse and more negative than anything that is actually going on Trust in a time of change is based on two things: predictability and capability. In any organization, people want to know what to expect; they want predictability Consequently, organizing early conversations between different parts of q y, g g y p the company and making those conversations an important, sanctioned part of the change process is a critical task Early, open-ended conversations often result in the most productive outcomes t Managers at all levels must learn to see things differently. They must put themselves i th i employees’ shoes t understand h t th l in their l ’ h to d t d how change h looks from that perspective
  22. “Blind Date”: Team building, creating an internal network etc. Blind Date :
  23. Involve the whole organization
  24. Involve the whole organization Create an easily accessible and usable communication platform „With new ideas, we remain on course for success “
  25. MEASURE EARLY AND OFTEN
  26. Measure early and often You change what your measure - Measure early and often Summary: Growth 2005 y Status: 19.01.2006 "Lücke" € 24.000.000 € 36.319.932 € 42.595.151 € 42.595.151 Customerservice Aktivitäten aus Customercare Ziel- Ziel Realisierter Trend GM YEND2005 Effekt Ziel Realisierter Trend Akt. Aktivität / Beschreibung Verantwortlich Realisierungs Zeitraum BM SAC Effekt Effekt Effekt Growth-Aktivitäten setzung (1) Effekt (2) Effekt (3) Effekt (4) 1. 2. Gebühren 2005 Zusätzliche 12.200 Partnerkarten Markus Burghard Markus Burghard 01.01.2005 - 31.12.2005 01.01.2005 - 31.12.2005 + 3.287.164 1.490.135 3.287.164 1.261.900 3.287.164 1.261.900 3. Direkter Vertrieb Budget Einsparung Markus Burghard 01.01.2005 - 31.12.2005 462.658 330.026 330.026 4. Gutschriften als Kontingentgutschriften Markus Burghard 01.01.2005 - 31.12.2005 300.000 67.613 67.613 Customerservice € 4.000.000 € 6.128.933 € 5.480.881 € 5.480.881 5. 6. Aktivitäten aus Direkter Vertrieb 160.000 E-Mail Adressen Konfektionierungskosten Simkarten Markus Burghard Markus Burghard 01.01.2005 - 31.12.2005 01.04.2005 - 31.12.2005 178.238 129.889 180.012 165.436 Ziel 180.012 GM YEND2005 Effekt 165.436 Realisierter Trend Akt. Aktivität / Beschreibung Verantwortlich Realisierungs Zeitraum BM SAC 7. Tarifwechsel Markus Burghard 01.01.2005 - 31.12.2005 + 117.031 74.460 Effekt 74.460 Effekt Effekt Direkter Vertrieb € 2.000.000 € 939.265 € 1.574.312 € 1.574.312 8. 1. Verbesserung Anschlußgebührenerlöse 20.000 Online Rechnungen Markus Burghard Christian P./Hans T. - 31.12.2005 - 31.12.2005 01.01.2005 01.01. + 75.000 244.243 75.423 272.771 75.423 272.771 9. 400 Direktfreischaltungen GK Überzahlung 2. Reduzierung Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 - 31.12.2005 01.01. + + 48.817 163.500 9.631 153.245 9.631 153.245 My Talkline 3. Zusätzliche Partnerkarten Unicomdirekt Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 153.000 454.296 454.296 e-Business 10. 11.308 11.308 11.308 11. 4. 250 Datacards Vermarktung Portalgeräte Großfläche Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + +10.422 125.000 10.568 278.840 10.568 278.840 e-Business € 2.000.000 € 1.951.848 € 2.513.537 € 2.513.537 12. 13. 5. 6. Vermarktung Online-Rechnung Mehrwertdienste PCM 250 Mobile Navigation GK Markus Burghard Hans Tromke 01.01.2005 - 31.12.2005 31.12.2005 Aktivitäten aus e-Business Burghard Christian Pützhofen - 31.12.2005 31.12.2005 Vermarktung Credit-Cards mit Navigation Markus 01.01.2005 + + 7.500 + 5.100 72.600 7.340 48.000 0 98.214 7.340 98.214 33.224 YEND2005 Effekt 0 GM 33.224 14. 700 Adressbuch Vermarktung Portalgeräte Unicomdirekt 7. Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + + 3.646 35.000 0 104.329 Ziel 0 104.329 Realisierter Trend Akt. Aktivität / Beschreibung Verantwortlich Realisierungs Zeitraum BM SAC Multimediapakete Großfläche Effekt Effekt Effekt GK Produkt Management € 2.000.000 € 2.616.167 € 2.447.227 € 2.447.227 15. 8. 150 Black Berry GK Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005+ + 2.025 30.000 0 48.644 0 48.644 1. Verbesserung Anschlußgebührenerlöse Carsten Mesecke-v. Rh. Jan-Dez 2005 + 309.336 284.618 284.618 16. 1.300 Prepaidaktivierungen der Aktivierungen von SMS-/MMS-Kontingenten 9. Erhöhung Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 + 0 20.000 0 1.047 0 1.047 2. 850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness) Carsten Mesecke-v. Rh. Jan-Dez 2005 306.900 704.194 704.194 17. 10. Zubehör/ Hardware über Online-Shopmandanten J. Nickelsen 31.12.2005 15.000 5.044 5.044 18. 11. 3. 250 Datacards GK Produkt Management Verkauf von 15.000 Portalgeräten (2004: 10.000) Hans Trompke Carsten Mesecke-v. Rh. 31.12.2005 Jan-Dez 2005 + + 10.422 270.000 2.192 309.292 2.192 309.292 Hardware Management € 1.000.000 € 1.880.486 € 1.973.369 € 1.973.369 4. 1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag Carsten Mesecke-v. Rh. Jan-Dez 2005 225.000 207.659 207.659 19. 12. Volumentarife Christian Pützhofen 31.12.2005 + 10.000 66.585 66.585 5. 650.000 E-Mail-Adressen von Kunden (300.000 eBusiness) Carsten Mesecke-v. Rh. Jan-Dez 2005 185.000 149.873 149.873 20. 13. SMS Projekte 6. Aktivitäten aus GK PM 1800 Partnerkarten J. Nickelsen 31.12.2005 Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 + 6.638 180.000 6.638 GM YEND2005 Effekt 182.700 182.700 14. Jüngere Zielgruppen ansprechen Christian Pützhofen 31.12.2005 + 4.500 0 0 Ziel Realisierter Trend 7. 55.000 eSelfService Transaktionen Akt. Aktivität / Beschreibung Carstenaus Customercare Jan-Dez 2005Realisierungs Zeitraum ∑ Aktivitäten Mesecke-v. Rh. Verantwortlich + 6.128.933 5.480.881 165.000 BM SAC 254.504 254.504 15. Multimediapakete Unicomdirekt O. Schönfeld 31.12.2005 3.000 5.480.881 49.243 49.243 Effekt Effekt Effekt Indirekter Vertrieb € 4.000.000 € 4.276.551 € 5.026.989 € 5.026.989 16. 17. 8. 9. Reduzierung Überzahlung 1. Auskunftsverpreisung bei Geschäftskunden 1500 Tarife ohne Handys 2. 744 Free/Office-Tarife Carsten Mesecke-v. Rh. Carsten Mesecke-v. Rh. Sven Sönksen Jan - Dez 2005 Henning van der Linde Jan-Dez 2005 + 01.01.2005-31.12.2005 + 01.01.2005-31.12.2005 97.000 + 75.000 + 106.000 800.000 18.500 501.805 106.000 724.947 18.500 300.202 724.947 300.202 Hardware Management 10. Einsparpotential Media-Agentur Carsten Mesecke-v. Rh. Jul-Dez 2005 50.000 50.000 50.000 18. 3. Einkaufsoptimierung GK Sven Sönksen 01.01.2005-31.12.2005 + 500.000 712.000 712.000 11. 8000 Multimediapaket Aktivierungen Carsten Mesecke-v. Rh. Jan-Dez 2005 + 39.600 43.906 43.906 Marketing € 4 000 000 4.000.000 € 3 976 504 3.976.504 € 4 247 081 4.247.081 € 4 247 081 4.247.081 19. 4. SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) Henning van der Linde 01.01.2005-31.12.2005 + 430.000 434.383 434.383 12. 600 Datacards Carsten Mesecke-v. Rh. Jan-Dez 2005 + 25.012 6.156 6.156 20. 20 5. 5 6000 DataCards Marco Heinitz 01.01.2005-31.12.2005 01 01 2005 31 12 2005 + 250.124 250 124 192.060 192 060 192.060 192 060 13. 6. Aktivitäten aus HW Management 1670 Aktivierungen von SMS-/MMS-Kontingenten EK-Optimierung M2M-Karten Carsten Mesecke-v. Rh. Jan-Dez 2005 Henning van der Linde + 01.03.2005-31.12.2005 10.000 + 11.469 63.988 11.469 63.988 GM YEND2005 Effekt 63.988 14. 2000 Neu-FS in margenstarken 50er und 100er-Tarifen ∑ CarstenAktivitäten aus Direkter Vertrieb Mesecke-v. Rh. Jan-Dez 2005 + 9.000 183.887 183.887 Ziel Realisierter Trend 7. SMS Conversation Akt. Aktivität / Beschreibung Marco Heinitz Verantwortlich939.265 01.01.2005-31.12.2005 1.574.312 + 1.574.312SAC Realisierungs Zeitraum BM50.000 505 505 PK Produkt Management € 11.000.000 € 13.066.193 € 14.712.450 € 14.712.450 15. Verkauf von Nicht-Mobilfunk-Artikeln Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 779 Effekt 779 Effekt Effekt 8. 1500 Blackberry Henning van der Linde 01.01.2005-31.12.2005 + 20.250 19.141 19.141 1. Prepaid Sonderunterstützung Nokia Dirk Inselmann 31.12.2005 1.000.000 1.283.333 1.283.333 9. 2. Nokia Jahresbonus ∑ Aktivitäten aus e-Business Dirk Inselmann 31.12.2005 1.951.848 2.513.537 150.000 2.513.537 0 0 Indirekter Vertrieb 10. 3. Skontorückforderung Dirk Inselmann 31.03.2005 135.486 109.088 109.088 Vertriebsinnendienst € 4.000.000 € 5.043.554 € 6.189.508 € 6.189.508 11. 4. Logistik- und Einkaufsoptimierungen Dirk Inselmann 31.12.2005 100.000 222.580 222.580 12. 5. Warenrisiko mindern zum 31.12.2005 Dirk Inselmann 31.12.2005 100.000 253.000 253.000 13. 6. Aktivitäten aus Indirekter Vertrieb Lagerumschlag - Optimierung Dirk Inselmann 31.12.2005 100.000 0 GM YEND2005 Effekt 0 14. Ziel Realisierter Trend 7. Sondervertriebsaktivitäten(Wochenkampagnen) / Beschreibung Dirk Inselmann Akt. Aktivität 31.12.2005 Realisierungs Zeitraum Verantwortlich 100.000 BM SAC 0 0 Finanzen € 4.000.000 € 3.753.104 € 4.117.844 € 4.117.844 15. Effekt Effekt Effekt 8. Siemens Jahresbonus Dirk Inselmann 31.12.2005 50.000 49.768 49.768 1. Vermarktung VF-Live und T-Zone (Portalgeräte). Stefan Vidos 01.01. - 31.12.2005 + 1.080.000 619.404 619.404 9. Distribution Dirk Inselmann 31.12.2005 50.000 51.600 51.600 2. Verbesserung Anschlußgebührenerlöse ∑ Aktivitäten aus GK PM01.01. - 31.12.2005 2.447.227 + 2.447.227 Christian Seidl 2.616.167 908.540 1.075.332 1.075.332 10. Hersteller WKZ für CallCenter Verkaufsaktivitäten Dirk Inselmann 31.12.2005 50.000 0 0 3. Reduzierung Überzahlung Christian Seidl 01.01. - 31.12.2005 + 887.500 1.381.166 1.381.166 IT € 500.000 € 860.906 € 2.074.335 € 2.074.335 11. Jahresbonus Sony / Ericsson Dirk Inselmann 31.12.2005 20.000 0 0 4. Intensive Vermarktung der Onlinerechnung (E-bill) Stefan Vidos 01.01. - 31.12.2005 594.000 1.214.971 1.214.971 12. Handyversicherung Dirk Inselmann 31.12.2005 10.000 4.000 4.000 5. 744 Free- / Office-Tarife Rolf Rhöse 01.01. - 31.12.2005 + 426.212 271.194 271.194 13. Jahresbonus Samsung Dirk Inselmann 31.12.2005 10.000 0 0 6. 4.400 Datacards Rolf Rhöse 01.01. - 31.12.2005 + 183.424 151.388 151.388 14. Handyrecycling Dirk Inselmann 31.06.2005 5.000 0 0 7. Multimediapaket Aktivierungen Stefan Vidos 01.01. - 31.12.2005 + 180.000 295.899 295.899 Zusätzliche Aktivitäten € 9.000.000 € 15.326.421 € 15.737.618 € 15.737.618 15. 8. 9. 1.250 BlackBerry Rolf Rhöse 31.12.2005 01.01. - 31.12.2005 + 16.875 17.634 17.634 ∑ Aktivitäten aus HW Management 1.880.486 1.973.369 1.973.369 10. ∑ Growth Aktivitäten € 47.500.000 € 59.819.932 € 66.095.151 € 66.095.151 11. 12. 13. 14. 15. ∑ Aktivitäten aus Indirekter Vertrieb 4.276.551 5.026.989 5.026.989 Downsides -€ 23.500.000 -€ 23.500.000 -€ 23.500.000 -€ 23.500.000 Definitionen: … (1) Zielsetzung ist "was wir uns für 2005 vorgenommen haben an positiven Effekt ggü. Budget zu erreichen." (2) Ziel Effekt ist "was wir uns für 2005 mit bereits geplanten Aktivitäten vorgenommen haben an positiven Effekt ggü. Budget zu erreichen." (3) Realisierter Effekt ist "was wir schon jetzt für 2005 an positiven Effekt ggü. Budget realisiert haben." (4) Trend Effekt ist "der realisierte Effekt + der YEND2005 Effekt ggü. Budget aus sämtlichen gestarteten Aktivitäten."
  27. ....... and tell everyone about it .....
  28. CREATE WINS
  29. Create wins Real transformation takes time, and a renewal effort risks losing momentum if there are no short-term goals to meet and celebrate. Most people won’t go on the long march unless they see compelling evidence within 12 to 24 months that the journey is producing expected results. Without short-term wins, too many people g , y p p give up or actively j p y join the ranks of those people who have been resisting change Creating h t t C ti short-term wins is different f i i diff t from h i f short-term wins. hoping for h t t i Actively look for ways to obtain clear performance improvements, establish goals, achieve the objectives, and reward people involved with recognition Communicate this information continuously
  30. Create wins When it comes to change, people don‘t believe in a new direction because they suspend their disbelief. They believe because they‘re actually seing behavior, action, and results that lead them to conclude y g , , that the program works If you want something to grow, pour champagne on it. Celebrate your successes and, indeed, just about everything you would and indeed like to see happen again Little victories – the things that had worked, ways they had delighted their customers, problems they had turned into successes
  31. Create wins More than 100 000 Customers 100.000 prolonged by Retention/Prevention Celebrating customer 250.000 1.000.000 Mobile Customer
  32. Create wins Celebrating a good fiscal year
  33. “People’s Choice Awards People s Awards” “People’s Choice Awards” – based on different categories covering all kinds of things the company would like to see
  34. DEAL PROACTIVELY WITH RESISTANCE
  35. Continuously lookout for inconsistencies Ensure congruence of messages, activities, policies, and behaviours. One of the major complaints of p p in organizations p people g undergoing a transition is that management doesn‘t „walk the talk.“ They say „empowerment“ – and then shoot down every new idea that comes from their employees Be on the lookout for inconsistencies that undermine the credibility of the change effort The message, the measures, the behaviours, and the rewards must match.
  36. THE ROAD AHEAD
  37. Focus .... Focus .... Focus .... Focus .... Focus .... Focus Keeping people focused on what is required and why and how they need why, to be doing things differently is crucial
  38. Danke – Thanks - Tak TORBEN RICK HTTP://WWW.TORBENRICK.EU JOIN MY NETWORK ON:

+ Torben RickTorben Rick, 8 months ago

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