Business Excellence: Making Change Management "Value-Add"

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John Sauers from Abbott presented Business Excellence: Making Change Management "Value-Add" at the Global Pharma Manufacturing Summit 2012. More details are at www.gpmsummit.com or here is the direct link http://pgmna.wtginternational.com/od_preview.asp

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Business Excellence: Making Change Management "Value-Add"

  1. 1. Making Change Management “Value-Add” John Sauers Program Manager, Business Learning Solutions GPO Business Excellence June 11, 2012GDS_81854_PPT_Template_Green03_v3 1
  2. 2. Objectives• Overcoming resistance to the changes which inevitably come with BEx initiatives• Incorporating change management tools into BEx programs• Helping staff understand their roles and responsibilities to ensure the success of a project• The importance of timing around change management trainingAll of this will lead to…• Developing an appreciation for the “people” side of projectsGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 2
  3. 3. Abbott at a Glance© 2012 Abbott
  4. 4. Abbott at a Glance  Market-leading pharmaceuticals  Advanced medical products  Trusted nutritional products XIENCE VBiaxin (clarithromycin) See Important Product Use and Safety Information for Biaxin, HUMIRA, and XIENCE V within this presentation. Full prescribing information is available by Presentation Title Company Confidential visiting rxabbott.com and abbottvascular.com. All illustrations included in this Date © 2007 Abbott presentation are artist’s renditions. GDS_70000_Title_v1 4 © 2012 Abbott
  5. 5. Abbott at a Glance OUR AREAS OF EXPERTISE  Anesthesia  Molecular Market-leading  Animal Health  Neuroscience • pharmaceuticals  Anti-Infectives  Nutrition Advanced  Cardiovascular  Oncology • medical products  Diabetes Care  Pain Care Trusted  Diagnostics  Point of Care • nutritional products  Hematology  Renal Care  Immunology  Vascular  Medical Optics  Virology  Metabolics Presentation Title Company Confidential Date © 2007 Abbott GDS_70000_Title_v1 5 © 2012 Abbott
  6. 6. Abbott at a Glance Serving Global Needs  Corporate Headquarters – North suburban Chicago, Illinois, U.S.A.  Global reach – 100+ facilities – 130+ countries  ~ 90,000 employeesPresentation Title Company ConfidentialDate © 2007 AbbottGDS_70000_Title_v1 6 © 2012 Abbott
  7. 7. Abbott at a Glance Company to split into 2 companies later this year  Abbott – Diversified Medical Products  Established pharmaceuticals  Diagnostics  Devices  Nutritional products  Animal health  AbbVie – Research-based PharmaceuticalsPresentation Title Company ConfidentialDate © 2007 AbbottGDS_70000_Title_v1 7 © 2012 Abbott
  8. 8. Abbott at a Glance Our Promise for Life We are here for the people we serve in their pursuit of healthy lives. This has been the way of Abbott for more than a century – passionately and thoughtfully translating science into lasting contributions to health. Our products encircle life, from newborns to aging adults, from nutrition and diagnostics through medical care and pharmaceutical therapy… …The promise of our company is in the promise our work holds for health and life.Presentation Title Company ConfidentialDate © 2007 AbbottGDS_70000_Title_v1 8 © 2012 Abbott
  9. 9. Change ManagementPresentation Title Company ConfidentialDate © 2007 AbbottGDS_70000_Title_v1 9 © 2012 Abbott
  10. 10. A Little CM Humor…Global Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 10
  11. 11. GPO’s Primary BEx Programs• Class A• Lean Diagnostics• Lean Six Sigma• End-to-End• Tools – Kaizen – Innovation – Change Management – TrainingGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 11
  12. 12. Abbott’s Change ModelGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 12
  13. 13. ResistanceGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 13
  14. 14. Change Curve Illustration Preparation Design Build Final Prep Support & & Go -Live Sustain Organizational Division Managers/Sponsors End users BEx Team Management Leadership Adaptation and Support for Change Commitment “ I know the value delivered by the program and it is a regular part of how I do my work ” Acceptance Adoption “ I believe the program is integral to carry out my tasks ” Understanding Awareness “ Well, sounds as if the program is supposed to change the way I do my dayto- day work ” - “ Oh yeah, I ’Ive heard of that program” Time Global Pharma Manufacturing Summit Company Confidential June, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 14
  15. 15. Overcoming Resistance• Sponsorship – Involve the RIGHT people at the RIGHT time – If your Sponsors aren’t committed…• Communication – Targeted messages – What happens in the absence of communication?• Education – Awareness – Role-specific training• Involvement – Especially for the nay-sayers! – Class A exampleGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 15
  16. 16. CM ToolsGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 16
  17. 17. Process & Tools Assess/Diagnose/Plan Integrate Evaluate and Sustain Stakeholder Management and Communications Develop Sponsorship Actions • Manage stakeholders Create Change Implement Evaluate Define Plan Change Sustain the Change Tools • Stakeholder Actions Actions • Create change Actions management template • Monitor Actions plan • Implement change plan • Define the change • Evaluate the • Create • Create elevator/lift speech change Assess communication Tools •Sustain Readiness matrix • Change Management Tools • Integrate into plan • Define Change Template Tools overall integration • Communication Plan • Change Actions plan • Learning Plan • Elevator/lift Speech Evaluation • Analyze impact • Support Plan Matrix Template • Assess change Tools • Change Evaluation • Sustainment readiness • Change Matrix Matrix Management plan Tools • Communication • Issue Analysis Plan • Impact Analysis • Learning Plan • Abbott Change • Support Plan Readiness • Change Evaluation Assessment Matrix • Resistance Analysis Process Tools: Leading Change Dashboard, Leader’s Communication ChecklistGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 17
  18. 18. Helping BEx Help Themselves• Education for BEx staff – “Basics” of CM – Elevator Speech – Stakeholder Analysis – Change Readiness Survey• Special support from BLS staff – Advanced CM Practitioners – Facilitate Sponsor and Change Agent training – Facilitate “special” CM workshops – Establishment of CM Community of PracticeGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 18
  19. 19. CM Roles and ResponsibilitiesGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 19
  20. 20. Roles & Responsibilities In BEx Projects• BLS – Advanced CM Practitioners/Facilitators• BEx – Basic CM Guides• Project Teams – Change Agents• Class A Example – Education/Communication team “owns” CM, but is supported by BEx – Training is critical! – Involving others throughout projectGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 20
  21. 21. Timing of CM TrainingGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 21
  22. 22. The Importance of Timing• Educate/engage Sponsors EARLY to build commitment• Involve CAs once project and teams have launched• Too early is NOT GOOD! Too late is even worse!• Don’t forget to engage the target audience whenever possibleGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 22
  23. 23. Training TimingGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 23
  24. 24. PeopleGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 24
  25. 25. Success Stories - Campoverde“Implementing a change to the ‘way of doing things’ is always a stress for the organization and Management has to realize that resistance is part of the game. Change Management is actively smoothing the process. It is the first time that we add value to the project by proactively identifying and understanding gaps and by setting a powerful communication plan.”Leonardo DePaolis, Director of OperationsCampoverde Abbott ItalyExecutive Sponsor of CM within the Lean Diagnostic Project TeamsGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 25
  26. 26. Success Stories - Ludwigshafen"Of course you can realize small or superficial improvements and changes without a systematic Change Management process.But as soon as you want to implement major, step changing improvements successfully, you have to anticipate the emotions, thoughts, and behaviors of your most important resource: your employees. This is where Change Management comes into play. The Change Management process offers a systematic way of assessing, analyzing and overcoming the resistance against the desired state.In this fast changing world, we have to accelerate our pace towards operational excellence, or we will fail to satisfy the needs of our customers - therefore we consider Change Management as a key process to become best in class.”Thomas Scheidmeir, Director Operations, Ludwigshafen SiteExecutive Sponsor of CM for the LU Five Year PlanAxel Schaaf, Head of CI and Six SigmaLead Change AgentGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 26
  27. 27. Success Stories – Neustadt“At the very beginning of our Class A journey our team completed the sponsor and change agent readiness surveys. The results gave us very good indications to potential stumbling blocks and helped us to make the right decisions with regard to actions and communications as well.During our first Change Management Training, we developed with the help of John, Joe and Gary our first elevator speech. We have improved our speech several times and always tried to incorporate our employees’ feedback as well. With that speech we were then able to communicate this important message consistently throughout the organization.Within our plant we had individuals and groups as well who were affected by project activities and had something to gain or lose if conditions would change or stay the same for them. Knowing about that, we used the stakeholder analysis to define the right actions for the right stakeholder. That tool was one of our major tools besides our communication plan which strongly helped us to plan our overall communication during our Class A launch and beyond.”Philipp Spahn, Business Excellence Manager, Neustadt SiteProject Leader for Class A implementation at siteGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 27
  28. 28. A Parting Thought… Vision Skills Support Resources Action Plan Change Skills Support Resources Action Plan Confusion Vision Support Resources Action Plan Anxiety Vision Sporadic Skills Resources Action Plan Change Vision Skills Support Action Plan Frustration Vision Skills Support Resources False Starts Chart from Linkage, IncGlobal Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 28
  29. 29. Questions?Global Pharma Manufacturing Summit Company ConfidentialJune, 2012 © 2012 Abbott GDS_81854_PPT_Template_Orange02_v1 29

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