Workshop to help all those going through Organisational restructuring

1. Change Management Skills
Workshop
Helping organisations manage change

2. Agenda
Overview
Stakeholder Analysis
Strategies
Integrated Planning
Questions?
Change Management Skills Workshop organisations manage change13, 2006
July 2
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3. Overview
Change Management Skills Workshop organisations manage change13, 2006
July 3
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4. What is Change Management?
From Wikipedia.org
Organizational change management is the process of
developing a planned approach to change in an
organization.
Typically the objective is to maximize the collective
benefits for all people involved in the change and
minimize the risk of failure of implementing the
change. The discipline of change management deals
primarily with the human aspect of change, and is
therefore related to pure and industrial psychology.
Change Management Skills Workshop organisations manage change13, 2006
July 4
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5. Transition Model
Transition — The Personal Path Through Change :
n Phase 1: Endings: Every transition begins with an ending, a loss. When
things change, people leave behind the way things were — and the way
they were in the previous situation. They may be left searching for a new
way to define themselves.
n Phase 2: The Neutral Zone The neutral zone is a confusing in-between
state, when people are no longer who and where they were, but are not
yet who and where they're going to be. Although the neutral zone can be
distressing, it also provides many opportunities for creative
transformation.
n Phase 3: New Beginnings A new beginning can only happen after people
have let go of the past and spent some time in the neutral zone. In this
phase, people accept the reality of the change and start to identify with
their new situation.
Change Management Skills Workshop organisations manage change13, 2006
July 5
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6. FUD
F EAR
U NCERTAINTY
D OUBT
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July 6
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7. FUD – The Consequences
The most talented and marketable resources will opt for more
certain employment (with someone else)
Turnover will be higher
It will be difficult to attract new talent to the organization
Personal productivity will be impacted
Business as usual and transition work will get mixed up –
loss of focus on both
Lines of authority and job responsibilities will become
blurred
Communications will become reactive – countering
misinformation
The outside world will know about the FUD
Change Management Skills Workshop organisations manage change13, 2006
July 7
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8. FUD – The Strategy
Acknowledge that not everything is known or
decided
If you don’t have the answer to the question, know
how and when you will
Know how everyone will be involved in the process
of creating certainty
Have a solid plan and demonstrate that you are
following it to build confidence
Counter balance FUD with visible competent
leadership
Change Management Skills Workshop organisations manage change13, 2006
July 8
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9. The Planning Process
Stakeholder Analysis
1.
Develop Strategies
2.
n Staffing Strategy
n Communications Strategy
n Change Management Strategy
Develop Integrated Project Plan
3.
Execute
4.
Change Management Skills Workshop organisations manage change13, 2006
July 9
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10. Stakeholder Analysis
Change Management Skills Workshop organisations manage change13, 2006
July 10
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11. Stakeholder Analysis Process
1. Identify Stakeholders
2. Analyze Needs and Wants
3. Identify Barriers to Change
4. Best Means for Communication
5. Ideas for Participation and Leveraging
their Skills and Knowledge
Change Management Skills Workshop organisations manage change13, 2006
July 11
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12. Use a Simple Table
Stakeholder Needs and Barriers to Best Ideas for
Wants Change Means Participation
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July 12
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13. Merger Scenario
You are the owner of a privately owned business in Halifax
with a significant market share in the UK. You have worked
out a deal with a French based company with products in the
same sector (but not a competitor) to merge into a European
wide public company. There are about 200 employees in
each company. Your operations overlap in the UK and
French markets, each with sales and distribution offices in
Paris, London, and Frankfurt. Your primary assumptions for
this merger are to increase market share for each product
line while at the same time improving costs by consolidation
of some assets and reduction in overheads. You expect
some reduction in total staff at first but you anticipate that
the new company will grow at a rate of at least 10% per year
after the merger is complete.
Change Management Skills Workshop organisations manage change13, 2006
July 13
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14. Who are the Stakeholders?
nExecutive Management
nManagement
nEmployees
nCustomers
nShareholders
nDistributors
nRetailers
Change Management Skills Workshop organisations manage change13, 2006
July 14
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15. Exercise One – Stakeholder Analysis
For your assigned Stakeholder group complete the
analysis:
Analyze Needs and Wants
1.
Identify Barriers to Change
2.
Best Means for Communication
3.
Ideas for Participation and Leveraging their
4.
Skills and Knowledge
Change Management Skills Workshop organisations manage change13, 2006
July 15
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16. Strategies
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July 16
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17. Staffing Strategy
Are there going to be jobs lost? If so, how many?
How will you decide who gets the jobs in the new
organization structure?
Who will decide if I am going to get fired or not?
When and how will I know what is going to happen to me?
If I get to stay will my pay and benefits change?
What happens if I get fired?
How will I know that you are going to treat me fairly?
Who do I go to if I have questions about my employment?
Could my job be moving to another city? If so, will you help
me move?
How will you reduce the risk of constructive dismissal and
legal challenges?
Change Management Skills Workshop organisations manage change13, 2006
July 17
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18. Communications Strategy
Why is this happening?
What are the benefits that you hope to achieve?
Where can I go to find out more information about the
changes?
What means will you be using to communicate this to all the
stakeholders?
What are the key messages that everyone needs to know by
heart?
When and how often will you be providing more information?
What role will leaders play in the communications plan?
How will stakeholder feedback be gathered?
How will the effectiveness of your communications be
measured?
What protocol will be used with external media?
Change Management Skills Workshop organisations manage change13, 2006
July 18
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19. Change Management Strategy
How will you come up with the new organization structure?
How are you going to figure out what changes will be made to our business
processes?
What resources (financial and human) will be required to do the transition
work?
How will I keep day to day operations humming while all this is going on?
What expertise will I need that I don’t have to carry out the transition?
Which systems will we be using to run the organization going forward?
How will you help me to learn the skills I need to do my new job?
Who will be training me?
When will I stop doing my current job and move into my new role?
How can I learn more about the overall changes that are occurring?
Will I get a chance to participate in the development of the new roles and
processes?
Change Management Skills Workshop organisations manage change13, 2006
July 19
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20. Exercise Two – Developing Strategies
Group 1: Staffing Strategy – Come up with a Strategy for
how jobs will be filled in the resulting organization
n Come up with alternatives
n Pick the one that makes the most sense for the scenario
Group 2: Communications Strategy – Develop 2 Key
Messages
n Come up with what you think will be the most frequently asked
questions
n Choose 2 and develop key messages for each
Group 3: Change Management Strategy – Come up with a
strategy to determine the location(s) of Head Office
functions for the combined organization
n Come up with alternatives
n Pick the one that makes the most sense
Change Management Skills Workshop organisations manage change13, 2006
July 20
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21. Integrated Planning
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July 21
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22. Integrated Planning
Why integrated planning?
n Systems facilitate communications
n Communications facilitate participation
n Participation enhances training
n Business processes, systems and job descriptions are
intertwined
n External stakeholders will notice as soon as the left and
right hands are not acting together
Change Management Skills Workshop organisations manage change13, 2006
July 22
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23. Achieving Integrated Planning
n Have a cross company Executive Steering committee
n Have a dedicated Project Team to lead the transition
n Provide project management support to management
through the dedicated project team
n Have HR and Communications as key members of the
Executive Steering Committee and the Project Team
n Identify milestones and key indicators and report on them
regularly
Change Management Skills Workshop organisations manage change13, 2006
July 23
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24. Questions?
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July 24
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25. Thank You
Helping organisations manage change