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Transformational Change Management En

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Transformational Change Management En

  1. 1. TRANSFORMATIONAL CHANGE MANAGEMENT
  2. 2. 2 views of transformational 2 change Organizational Personal A process of A process of adjustment implementing changes to changed across organizations conditions, adoption of Requires: new behaviors  Clear strategic Requires: imperatives  Clarity of why change  Top leadership support, needs to happen  Project management  Understanding of structure, personal attitude to  Decisions on change structural, personnel  Commitment to personal and cultural issues behavioral roadmap com-towers GmbH confidential
  3. 3. Organizational Transformations 3 The key to organizational transformation is a thorough and consistent process, which recognizes both the Change Transformation organizational and personal aspects of change management com-towers GmbH confidential
  4. 4. Dependencies and success 4 factors Top Manageme nt support Resource Understanding and the current manage as culture and a key business drivers project Behavioral Active Change Communic Roadmap ations com-towers GmbH confidential
  5. 5. Phases of Change Process 1 – Organizational Emphasis 5 com-towers GmbH confidential
  6. 6. Timeline – Phase 1 6 Defining Transformation Event 1 Master Plan • Day 1 + 90 As Is • Day 1 + 60 Diagnostic • Days 20 - 50 Planning • Day 1+20 Realization • Day1 com-towers GmbH confidential
  7. 7. 1. Change Realization – Day 1 7  Triggered by an “external” event:  Reorganization  Merger or acquisition  New management  New product  Market shift (threat or opportunity)  Realization by management that a new direction is needed com-towers GmbH confidential
  8. 8. 2. Planning 8  Marshaling of views and opinions  Seeking internal and external partners  Brainstorming the situation, visioning of outcomes  Setting up a “change team” and structures:  SteeringCommittee and work groups  Master Plan high-level adoption  Starting to discuss the need for change com-towers GmbH confidential
  9. 9. 3. “As Is” diagnostics 9 Launch  Surveys Focus Groups Feedback Analysis Final and Sessions Report interviews Analyze capabilities Conduct a Standard and Conduct focus Validation of results Process and needed to achieve diagnostic survey customized Reports groups to test with senior analyze results. strategic goals. Conduct interviews organizational management with detailed with Senior culture and Compare to analysis: Agree Measurement Conduct external Benchmark data. Executives: capability levels Cross comparison matrix customer analysis • Company history (the view form Design a gap against Customize analysis and • Strategy outside the measurement Matrix questionnaires and development needs workshops to • Operations organization Benchmarks organizational • Leadership Propose suitable comparisons measurement matrix • Aspirations organizational changes Organization design Make a choice of • Expectations and development diagnostic method: needs proposals surveys and/or interviews com-towers GmbH confidential
  10. 10. 4. Transformation Master Plan 10  Control of Culture Change through a Detailed Master Plan  Establishment of PMO (Project Management Office)  Work streams identified with leaders appointed  Scoping of work stream workload with milestones and deliverables identified  Establishment of content and organization committees for the Defining Event com-towers GmbH confidential
  11. 11. 5. Defining Event1 11  A catalyzing event to indicate the “before and after” boundary  Focuses attention of stakeholders on the specifics of change and engages them in the transformation process  Typical topics:  New vision and values  New strategy and roadmap for implementation  New culture and behaviors  Typically involves top 10% of the organization, with follow up communication events for next level of management com-towers GmbH confidential
  12. 12. Deliverables of the Defining 12 Event “Defining  Defining Event is a tool to “swing the Event pendulum” in the direction of desired establishes a change clear boundary  Draws a clear line between the past between the and the future past and future. It is  Communicates the transformation now clear to roadmap to a wide audience us that the management  Articulates what needs to change and is committed how it will happen to make this happen”  Commits top management to a time- bounded program Participant feedback com-towers GmbH confidential
  13. 13. Phases of Change Process Phase 13 2 – Personal Emphasis com-towers GmbH confidential
  14. 14. Timeline – Phase 2 (Personal 14 Aspects) Ensuring continuity • ongoing Culture Change Workshops Defining Event 2 • Days 121 - 170 • Day 1+120 Change Development • Days 90 - 120 com-towers GmbH confidential
  15. 15. 6. Change Development 15  Intense decision-making period between defining events 1 and 2  Typical tasks:  New structure confirmation and appointments to new roles  Developing a new behavioral model – how the new culture will look, what stakeholders will stop and start doing for the transformation to occur  Preparing for the roll-out of cultural change workshops to install the new behavior model  Informative and frequent communications – maintaining the momentum com-towers GmbH confidential
  16. 16. 7. Defining Event 2 – the New 16 Culture  Fulfillment of commitments given at DE1 - structural changes and new process rollouts  Launching the new culture and behaviors  Management driving change through the organization – empowering the next level of leaders  Culture change workshop for the top management – initiating the rollout across management and key customer-facing functions (e.g. sales, logistics) com-towers GmbH confidential
  17. 17. 8. Culture Change Workshops 17  Explaining the process of personal change:  Organizations don’t change –people do  Chaotic processes have rules (e.g. butterfly effect – small changes at the start of the journey can have huge consequences)  Behavior is habit, and can be changed  Participants develop a commitment roadmap, using a common template – clear public statements on what they will stop and start doing com-towers GmbH confidential
  18. 18. 9. Ensuring continuity 18 Transformation process is supported by a number of interventions, the objectives of which are:  Support of the new behavioral model and the “common language” of the organization:  Publications supporting personal behavioral commitments (follow-up of culture change forums)  Monitoring of behavioral commitments as part of employee development reviews  Development of change management skills of middle managers though training and corporate project assignments  Communicating success stories  Symbols and recognition events  Change monitoring and “course corrections” com-towers GmbH confidential
  19. 19. TRANSFORMATIONAL CHANGE MANAGEMENT Adam Filler November 2011
  • FRANKBANNOR1

    Aug. 27, 2020
  • PaulHarris26

    Dec. 28, 2017
  • ThigpenDeborah

    Mar. 30, 2017
  • timothyrobi

    Sep. 30, 2016

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