Change your business with confidence


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Change leaders have to select the change model for each situation and themselves. Choice can be bewildering and unsatisfactory. This presentation shows a simple framework and populates it which some familiar and unfamiliar models to get change leads started.

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  • After Anderson and Anderson, 2001
  • One-size does not fit all. If you do not understand the why, changes can fail even when standard processes are followed. Based on Prosci’s Seven Principles of Change
  • Not exhaustive
  • Some models are familiar and some are not.
  • More Peter Senge: The easy way out usually leans back in Cause and effect are not closely related in time and space Small changes can produce big results - but the areas of highest leverage are often the least obvious You can have your cake and eat it – but not all at once Dividing an elephant in half does not produce two small elephants There is no blame
  • Change your business with confidence

    1. 1. Change Your Business with Confidence This presentation is an overview of what makes a business change exercise successful
    2. 2. Business Change Unique situation Many change models One change model – NO CHANCE How did we get here? <ul><li>Organisations and people are unique – each behave in their own way </li></ul><ul><li>Different demands require different change approaches </li></ul><ul><li>No escape from multiple initiatives in most situations </li></ul><ul><li>Appropriate model for 3 change types </li></ul><ul><li>Decide which are the major determinants of success </li></ul><ul><li>Select the best model </li></ul><ul><li>Still field more than one initiative to increase probability of success </li></ul><ul><li>If you have to choose, consider ... </li></ul><ul><li>People centred and behaviour based </li></ul><ul><li>3 stage: unfreeze, change, refreeze </li></ul><ul><li>Easy follow-on reinforcement for sustainability </li></ul><ul><li>70% of organisational transformations fail – even small changes do not go well </li></ul><ul><li>Why? Because too many crucial elements in the change process are ignored or treated lightly </li></ul><ul><li>There is no alternative in the modern world but to change </li></ul>
    3. 3. Why change at all? It’s the way of the modern world! Since change is mandatory, make sure you know which change type you are in and what areas are affected most!
    4. 4. Time Developmental change and continuous improvement Transitional change Transformational change Old state New state Birth Success Growth Chaos The Pit Transformation – mindset forced to shift Emergent organisation Wake-up call Transition state Different scales and approaches
    5. 5. Change has many, diverse causes; each situation is different and unique. Organisational economics and behaviour show multiple factors and determinants.
    6. 6. Tight coupling in organisations Individual Whole Organisation Work unit environment External environment organisational Individual and organisational performance Leadership Leader- ship Management practices Management practices Work unit climate Work unit climate Motivation Motivation Tasks and individual roles Tasks and individual roles Individual needs and values Individual needs and values Structure Structure Systems: policies and procedures Strategy and mission Strategy and mission Culture Transformational factors Transactional factors
    7. 7. Make the change solution specific to each unique situation Navigate the change process step by step Solve the whole problem - the right answer is not enough Scale to operational, transitional, transformational change Gain authority for change and predict success Match resistance and disrupt comfort Must we satisfy all 7 areas? For sure in transformation! Prosci’s 7 Principles of Change Synchronise senders and receivers Communicate and act to value systems – address ‘why’
    8. 8. Many change models exist. How do we choose the right one? Pick a change mechanism – or select a coordinated approach to fit the unique situation!
    9. 9. Systems Change techniques Operational readiness Governance Pilots Master plan Appreciative enquiry Change management Phased implementation Knowledge Process maturity Quality management Business impact analysis Communications Training Load management Resistance management Service design Integrated model Factor analysis Guiding coalition Urgency Vision and strategy Empowerment Reward challenge and winning Internalisation and institutionalisation Resilience Service management Business process management Organisational management Behavioural management Sponsor roadmap Mentoring Coaching
    10. 10. Choose an overall change model Strategic Social Technical Administrative People Organisation Everything Adkar Kotter Albrecht Nadler and Tushman Kilmann Behavioural Pettigrew Lewin Conner McKinsey 5S Andersen Competency Cartwright cultural transformation Competing values Lean practice Quality management Burnes Anderson and Anderson Emotional intelligence Kanter Prosci Katzenbach Senge Six Sigma Viable system model Janssen Manufacturing control Service management Programme/project management
    11. 11. Problems of choosing <ul><li>Confusing array of model options and change mechanisms </li></ul><ul><li>Imperfect fit to what is needed in each unique situation </li></ul><ul><li>Gaps in the change solution e.g. organisational leadership </li></ul><ul><li>One model rarely covers all required areas </li></ul><ul><li>Too high level – no direction or templates </li></ul><ul><li>Too specific and prescriptive – no flexibility </li></ul><ul><li>Not enough detail to support selection e.g. lack of case studies </li></ul>Good luck!