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Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
Innovation & Change Management
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Innovation & Change Management

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How do you respond to management fads, competitive pressures or new ideas ? …

How do you respond to management fads, competitive pressures or new ideas ?

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  • 1. Innovation & Change Management
    How do you respond to management fads, competitive pressures or new ideas ?
    Anand Subramaniam
  • 2. 2
    “Innovation is the creation of the new or the re-arranging of the old in a new way.”
    - Michael Vance
  • 3. Innovation – Challenges
    Unwillingness to expose customers to failed ideas
    Bureaucracy / Controls
    KM, Trade Secrets, Patents, IP
    Lack Vision / Strategy
    Profitability, ROI, Dividends
    Risk-aversion / Opportunity
    Challenges
    Teams, Compensation structure / Promotion
    Change Management
    Research, Market Intelligence
    Focus on process vs. on results
    Top Management Commitment
    Execution & Sustainability
    3
  • 4. Pace of Change
    4
    Bio-tech Nano-tech
    50+ years IT / Internet
    250+ years Industrial Revolu-tion
    2,500+ years Science
    13,000+ years Agriculture
  • 5. Facilitating Change – Success Factors
    Cultures, systems & leadership that support & anticipate change
    Willingness to listen to & test new ideas.
    Communication
    Involvement, consultation & participation by those who will be affected
    CSF
    Effective workplace relationships
    Monitoring & evaluation of changes
    Effective planning
    Information sharing
    5
  • 6. PDCA & Incremental Change
    6
    • Identify customer expectations
    • 7. Identify quality requirements
    • 8. Evaluate current processes
    • 9. Identify improvement needs
    • 10. Develop problem solutions
    • 11. PLAN the improvement
    • 12. Develop action plans, monitor and check processes
    • 13. Trial the change(s)
    • 14. Test and monitor the results
    • 15. Implement the process
    • 16. Monitor and evaluate
    Do
    Plan
    Change
    • Develop solutions a part of normal operating procedures
    • 17. Develop a new implementation plan to address any improvements that were expected but not achieved
    • 18. Identify further opportunities for improvement
    • 19. Check actual outcomes against intended or expected outcomes
    • 20. Identify areas for further improvement/adjustment
    • 21. Identify and measure the quality improvements
    Check
    Act
  • 22. 7
    Change Elements
    Management / Leadership Team - Support
    • Process to manage the people aspects of change
    • 23. Tools & checklist for planning & managing change
    • 24. Coaching / mentoring leaders and change teams
    Stakeholder
    Participation
    Two way
    Change
    Communications
    Education
    and
    Training
    Ongoing
    Support and
    Reinforcement
    Process
    Design
    (As Is ~
    To Be)
    Leadership
    Proactive
    Resistance
    Management
    End Users
    Experts
    Continuous Reviews / Measurement
  • 25. 8
    Managing Behavioural Change
    Align Performance,
    Reward and
    recognition Schemes
    Provide opportunities
    for practice
    and feedback
    Create and share
    success stories
    Role model desired
    behaviour
    Involve people in
    the change
    Appreciate the
    past and leverage
    Strengths
  • 26. Change Management
    Forget that your customers must benefit from the change – change should come as result of customer focus
    Ask employees to make changes without actively supporting those changes
    Prompt change at the expense of currently successful operations / procedures
    Start changes in one area of the reorganisation which will have detrimental effects on other sections
    Do Not
    Respond to management fads, short-term competitive pressures or new ideas unless they are properly planned to add real value.
    Allow quality to suffer at the expense of change
    9
  • 27. 10
    “It would be a terrific innovation if you could get your mind to stretch a little further than the next wisecrack.”
    - Katharine Hepburn
  • 28. 11
    Good Luck
    http://www.linkedin.com/in/anandsubramaniam

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