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Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
Masterclass Managing Change - Day 2 Case Medupi and Case DHL
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Masterclass Managing Change - Day 2 Case Medupi and Case DHL

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Masterclass on the International Practices of Managing Change - Day 2. Case Study of Medupi (organizational elements) and Case Study on DHL (commitment). Training delivered by Oswaldo Lorenzo

Masterclass on the International Practices of Managing Change - Day 2. Case Study of Medupi (organizational elements) and Case Study on DHL (commitment). Training delivered by Oswaldo Lorenzo

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  1. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Management of Change: Learning from International Best Practices 8.10.2013 - Ankara
  2. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation : Aligning the Key Organizational Elements
  3. Workshop Day 1 Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Agenda Morning Afternoon • Introducing Case 1: Constructing the Medupi Power Station. • Introducing Case 2: DHL Ensuring people Involvement • Refreshing the Org. Engineer Role & Leader Characteristics. • Team working: •  All teams prepare both questions Team working :  Q1: Causes of the lack of commitment. What do you recommend to Bill?  All teams prepare both questions.  Q1: Map org. elements. Is there any misalignment?  Q2: Assess leadership style.  3 teams --) Q1 presentation  3 teams --) Q1 presentation  3 teams --) Q2 presentation •  Q2: How can you raise the level of importance?  3 teams --) Q2 presentation Timeline: • Timeline:  Reading: 20 min  Reading: 20 min  Team discussion: 45 min  Team discussion: 45 min  Presentation preparation: 15 min  Presentation preparation: 15 min  Each team presentation: 5 min  Each team presentation: 5 min
  4. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements 0. Take a comprehensive approach
  5. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements
  6. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements Strategy represents the purpose of the organization, in particular the value it intends to create for key stakeholders Structure describes how people & assets are clustered in responsibility centers according to the nature of work, customers, etc. People and culture describe the skills and behaviors of people (including leaders), as well as their values and beliefs. Business processes refers to the activities to be performed and coordinated in order to deliver value to stakeholders. Technology comprises both tangible (systems and equipments) aas well as intangible (knowledge) assets that support processes. Management processes consist of the systems put in place to steer the organization in the direction of its purpose.
  7. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements The Instituto de Astrofísica de Canarias (IAC) is an internationalized Spanish research centre. It has two headquarters and two observatories set in an environment of excellent astronomical quality, both constituting the European Northern Observatory (ENO) . The Instituto de Astrofísica is the main headquarters and normal workplace of the greater part of its staff. Here, astrophysical research and technical projects are developed. There is also a postgraduate school. The IAC also considers scientific outreach as one of its principal aims. Change Program: Implementating Management Systems and IT to improve process integration and coordination within the organization and with external partners (other European institutions in Italy, Germany, France and the UK.
  8. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements • Increase in information and material processing capacity. • Standardisation of work. • Higher level of interdependence and integration among tasks. • Knowledge sharing practices MANAGEMENT SYSTEMS & TECHNOLOGY • Project-oriented approach • Use of virtual platforms • Use of ERP software. • Team work culture • Modification of communication models • Changes in recruiting and training procedures or needs • Gains and losses in status PROCESSES Mutual adjustment STRUCTURE PEOPLE • Greater decentralization and autonomy • Greater inter-functional integration • Role definition and incentives based on horizontal models
  9. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements One of the goals early in the transition should be to identify potential misalignments: • Structure and strategy misalignment. • Skills and strategy misalignment. • Process and strategy misalignment.
  10. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements Leaders in government should be prepared to take on the role of organizational engineers
  11. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Aligning the Key Organizational Elements 1. Improve performance against Agency Mission
  12. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lack of Commitment Complementary Information
  13. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir DPDHL Figures • DPDHL (Deutsche Post DHL) • World’s leading mail and logistics group. • Euros 46 billion in revenues in 2009 • Headquarters in Bonn, Germany. • 220 countries • 500,000 employees worldwide • Top 10 largest employers in the World • More than 1 million customer contacts per hour • Move more than 1 billion shipments per year (5% global trade volume)
  14. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  15. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  16. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The logistics companies will have to face some challenges in order to keep the competitiveness in the industry: 1. Keep the processes and cost structures lean and flexible. 2. The economy will not be able to grow again in an environment where government is hostile or indifferent to international trade. The threat of domestic protectionism will hit the economy recovery by reducing the volumes traded in the world. 3. The Asia’s role in global logistics will increase significantly to account for almost half of the worldwide market by 2008, with 46% of volumes traded. Logistics providers have to build capacity in order to catch up with the increasing importance of Asia. 4. More and more customers are demanding that their transportation and logistics needs be met in an environmentally responsible manner.
  17. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  18. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Has First Choice been a successful initiative for process improvement?
  19. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Critical Success Factors • CEO Support • Corporate alignment • Long-term perspective • Employee engagement • Methodology • Clear roles and supporting organization • …..
  20. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  21. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  22. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Lean-Six Sigma Roles Sponsor - Business Director  Agrees country improvement program & areas  Reviews country progress Process Owner- Site Manager Senior Advisor Senior Management - Sponsor  Supports Management in  Selects and supports the program definition of improvement areas and definition of program  Aligns initiative objectives with Management team  Coaches PI Advisor, Process  Conducts Gate reviews  Ensures sustainability of results Process Owner Senior Advisor (black belt)  Project management of the  Works with Senior Advisor on  Works with the team through the DMAIC phases and tools  Ensures adherence to methodology PI Advisor / Initiative Champion selection and application of tools Owner, Project Leader and team on application of methodology program PI Advisor Initiative Champion  Supports the implementation of improvements Team  Works during the complete program to generate, test and implement solutions for improvement Operations Team members Experts Experts  Provides expert knowledge to initiative team if required
  23. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Long Conversation: Building Organizational Capabilities
  24. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Process Improvement Journey IMPROVEMENT PERFORMANCE CONTROL: Variability Reduction FORMALIZATION
  25. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir PI Capability INNOVATION MAINTENANCE (Strategic Alignment & Monitoring) IMPROVEMENT PERFORMANCE CONTROL: Variability Reduction FORMALIZATION
  26. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Tools and techniques for project management + Team working and change management skills + Project office as the support infrastructure for strategic management Enablers for strategy success
  27. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Change Formula Change X Acceptance = E E = Effectiveness
  28. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Final Thoughts
  29. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Oswaldo Lorenzo Professor of Management Deusto Business School, Spain Blog: www.longconversation.com @Lorenzooswaldo

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