TetraPak Develops Change Management Skills
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TetraPak Develops Change Management Skills

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Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change ...

Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?

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TetraPak Develops Change Management Skills TetraPak Develops Change Management Skills Presentation Transcript

  • Change Management Skills Development Kristian Åsberg
  • Restricted RH/2013-05 Presentation Kristian Åsberg ►Director Centre of Expertise Learning & Development ►Change Management Director ►20 years of experience from L&D and CM within Swedish Marines, Scania, IKEA and Tetra Pak ►Chairmen and founder of the Swedish Learning Association, Swedish Learning Awards and Swedish Change Management Awards
  • History “A package should save more than it costs” Dr Ruben Rausing
  • Tetra Pak the multi-possibility company ConsumersRetailersCustomers Market companies Processing Packaging
  • We commit to making food safe and available everywhere Employees: 24,350 Net sales: Mio € 10,360 Countries where Tetra Pak packages are available: >170 Number of package sold: 180 000 000 000 JH/2012-04-26 / 5Tetra Laval
  • Change Management Internal
  • Agenda ►Why Change Management? ►Where are we? ►Roles and competence for Change Management ►Where do we want to go?
  • Why Change Management? Internal KÅ/2012-02-22
  • Current situation ► Tetra Pak manages around 1,500 projects a year – some with a considerable change management component ► We have not supported change in a uniformed way ► Change management will be needed for our capabilities development, competitiveness and to support 2020 strategy ► There has been an insufficient collaboration between HR, Communications and Business Transformation to drive improvements in how we manage change ► Change Management is key to project success – research shows that effective and integrated project, change and financial management is required for success Tetra Pak Internal 2009-04-23, KA, AB Tetra Pak How it looks today
  • Therefore we need to: ► Be responsive and flexible during times of change ► Have one common approach and a supporting organisation ► Execute change faster ► Ensure that the desired changes stick Business need The increasing competitiveness and pace of change in our industry requires us to change and continuously improve faster and more effectively. Internal KÅ/2012-02-22
  • Change Understand the need for change in a developing business environment. Drive, embrace and implement identified changes Examples ► Takes action despite uncertainty ► Is energised by new challenges ► Able to see situations from different perspectives ► Approaches conflicts constructively ► Gives responsibilities in change programs to key, well respected people in their team ► Involves their teams in change and listens to their suggestions ► Suggests breakthroughs and influence senior managers to support their ideas ► Invests their time visibly in change efforts ► Not satisfied with the status quo Leadership at Tetra Pak Demonstrating good leadership Internal KÅ/2012-02-22
  • Where are we? Internal
  • Methodology Built on the Kotter 8 steps model Change Management Concept Consist of three building blocks Toolbox Tetra Pak adapted tools and reference models Training programmes To increase individuals’ competences and capabilities to support change initiatives Internal
  • Kotter Steps Kotter Stages Key Tools Reference models 1 .Increase Urgency Creating a Climate for Change Change Readiness Assessment Change Agenda Stakeholder Management Desired Future State / Current State Force Field Analysis OTIS SWOT Adoption Curve McKinsey 7’s RACI (Roles & responsibilities) LPD Summary 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy In Engaging and Enabling the Whole Organisation Change Curve 3 Box Model Networking PACK Rainbow Model Low Hanging Fruit Strebel Change Grid Change House 3 A’s Model W Bridges Transition Communication Guidelines for Managers Handbook Training guidelines and plans 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up Implementing and Sustaining the Change Empowerment Team Process Review Unfreeze / Change / Refreeze Tipping Point Conflict Management Strategies (Killmann) Reward accomplishments & milestones Change Effect Survey 8. Make It Stick Additional Materials Toolbox Templates Keep, Stop, Start, Change Strength Deployment Inventory (SDI) Link to Corporate Communications Link to Project Management JP Kotter Change Management presentation Facilitation Checklist Recommended Reading Problem Solving Methodology (PSM) Items in BOLD indicate tools used at training Change Management Tools Matrix Based on Kotter Change Model
  • Implementing and sustaining the concept Result so far Cascades in other programmes Secured integrations of cascades. On demand programmes Delivered 30 tailor-made programs for market / function with a special and urgent need. Delivered cluster management “call for action”. Change Management programme 200 facilitators have been trained from different functions and markets in our 4 days Change Management programme Network session Delivered network sessions with the aim of knowledge sharing, establish best practice, improve concept and identify capability GAP‘s Internal Business alignment With competitiveness program, TopEx and strategic 2020 projects.
  • Roles and competence for Change Management Internal
  • Level of change complexity Major change complexity for example strategic, BT and capability development projects or organizational development. The project or line manager needs to allocate a change manager Medium change complexity for example development and technology projects or change of working methods. The project or line manager is supported by a facilitator Limited amount of change complexity for example team development, continuous improvement or installation project. The change agent for example project or line manager handles the change and are trained via cascades and e-learning What kind of support is needed Internal
  • Change roles Change sponsor Change Manager Change agents Change Receivers Change agents Internal
  • ►Change sponsor/champion − Presenting and selling the vision of the new future, motivating people to work towards this future. − Reviewing progress at defined milestones or ‘gates’, and only allowing continuation if milestone criteria are met. − Acting to remove resistance and other organizational blocks that hinder the changes being implemented ►Change manager/facilitator − A person who have the responsibility to drive and implement the desired change − A practitioner and expert of the process who is coaching the sponsor, management team, project or line organization − Can be involved in cross function task forces supporting major change initiatives in line with 2020 strategy in a capacity of internal consultants ►Change agent − Cascading the change message throughout the organisation − Looks out for resistance, measure readiness, assess existing people/structures Change Management R&R Internal
  • Where do we want to go? Internal
  • Change Management Highest rate of project failure, turnover and productivity loss Highest probability of success People-dependent without any formal practices or plans Little or no change management appliedAdhoc or absentLevel 1 Many different tactics used inconsistently Some elements of change management are being applied in isolated projects Isolated projectsLevel 2 Examples of best practices evident Comprehensive approach for managing change is being applied in multiple projects Multiple projectsLevel 3 Selection of common approach Organization-wide standards and methods are broadly deployed for managing and leading change Organizational standardsLevel 4 Continuous process improvement in place Change management competency is evident in all levels of the organization and is part of the organization’s culture and intellectual property. Organizational competencyLevel 5 Highest rate of project failure, turnover and productivity loss Highest probability of success People-dependent without any formal practices or plans Little or no change management appliedAdhoc or absentLevel 1 Many different tactics used inconsistently Some elements of change management are being applied in isolated projects Isolated projectsLevel 2 Examples of best practices evident Comprehensive approach for managing change is being applied in multiple projects Multiple projectsLevel 3 A common approach Organization-wide standards and methods are broadly deployed for managing and leading change Organizational standardsLevel 4 Continuous process improvement in place Change management competency is evident in all levels of the organization and is part of our organizational culture. Organizational competencyLevel 5 Maturity model for Tetra Pak 2010 2011 2014 ????
  • ► The Why! What does good look like Regarding Change Management capability We: ► Have clearly identified change facilitators with the necessary competence and resources to be able to support and execute change faster and make the desired change stick ► Have learning activities that can fill the gaps in change management competencies ► Have one approach in how we lead and manage change ► Plan change activities in a more structured way and integrated into project plans when relevant ► Have a clear change management ownership and governance that coordinate and further develop the concept ► Have tools and methods integrated and used in our daily business using the learning methodology Action – Reflection - Learning ► Are good at painting the desired future state and clearly communicating why we are making a change ► Communicate the Tetra Pak’s change management framework and secure the usage throughout the organization People Process ToolPerformance = x x Internal KÅ/2012-02-22
  • ► The Why! ► We are responsive and flexible during times of change ► We embed a change mindset on all levels in the organization where change is a natural part of our daily work ► We perceive change as a necessity to grow the business and stay competitive as well as an opportunity to develop ourselves ► We understand the people aspect of change. Therefore we engage our employees early in and throughout the whole change process with the ambition to be as transparent as possible ► We know change takes time and we are persistent in driving towards our future state ► We continue to perform and deliver on our business objectives also during change ► We collaborate to understand the impact different changes might have on other parts of the business as well as to share and learn from each others’ experiences What does good look like Regarding mindset Internal KÅ/2012-02-22
  • Restricted RH/2013-05 Thank You Processing Faculty