Effective change management

1,582 views

Published on

Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.

Effective change management

  1. 1. Effective Change Management….….Anilesh SethIdeator, Co Founder & CEO, KROWwww.krow.inEx-CEO/MD: LGSI, Qatalys & Supervalu Indiawww.slideshare.net/anileshhttp://In.linkedin.com/in/anileshsethanileshseth@hotmail.com
  2. 2. Agenda• What is change?• Situation 1 – Turning a company around• The ADKAR Model• Situation 2- Selling a company
  3. 3. What is change?• Make or become different….
  4. 4. What is change?• Make or become different….• Its not about definitions but about outcomes….• Change can be good or bad depending upon your point of view
  5. 5. Changes in World Population Note this chart is based upon EuropeSource: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html
  6. 6. Changes in World Population..CausesSource: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html
  7. 7. Some Obvious Changes
  8. 8. Situation 1: Turning a Company Around
  9. 9. Defining, effecting and managing the change… Identify cost-cutting low-hanging fruit Take leadership team into confidence & communicate with the organization Board gives support and communicates about new CEO in a very positive light
  10. 10. Defining, effecting and managing the change… Announce new Vision, and restructuring needs – RIFs and new hires. Use the time to “clean up” Carve out a new direction recreate vision Enable leadership team to work with team members Identify cost-cutting low-hanging fruit Take leadership team into confidence communicate with the organization Board gives support and communicates about new CEO in a very positive light
  11. 11. Defining, effecting and managing the change… Upswing in “extra-curricular” activities to keep all engaged Created a new “cadre” of emerging leadersUtilize the lean period toupskill and strengthenquality processes
  12. 12. Defining, effecting and managing the change… Regular updates to the entire organization Instituted regular reviews to set, evaluate and recast the direction Created a performance culture based upon rewards Upswing in “extra-curricular” activities to keep all engaged Created a new “cadre” of emerging leadersUtilize the lean period toupskill and strengthenquality processes
  13. 13. Defining, effecting and managing the change… Reinforce through updates in the press! Regular updates to the entire organization Instituted regular reviews to set, evaluate and recast the direction Created a performance culture based upon rewards Upswing in “extra-curricular” activities to keep all engaged Created a new “cadre” of emerging leadersUtilize the lean period toupskill and strengthenquality processes
  14. 14. The ADKAR Model Awareness ..of the need for change Desire ..to support and participate in the change Knowledge ..of how to change Ability ..to implement required skills and behaviours Reinforcement ..to sustain the changeSource: ADKAR, A model for change in business, government and our community- Jeffrey M. Hiatt
  15. 15. The ADKAR Model..applied to fuel price hikes543 Barrier Point21
  16. 16. Situation 2: Decision to sell the organization….• Need to be sensitive about people’s careers and aspirations• Need to retain key people
  17. 17. Defining, effecting and managing the change Ensuring Drawing up a Taking the Empowering key engagement communications decision personnel and keeping strategy channels open- Be clear about the reasons. This will drive future communication strategy- Be clear about the end objectives – is it revenue maximization or continuity of service, for example- Draw up a timeline- Put in place a core team to drive execution- Identify a steering committee to provide steer, support & budgets
  18. 18. Defining, effecting and managing the change Ensuring Drawing up a Taking the Empowering key engagement communications decision personnel and keeping strategy channels open - Be prepared for a leak; it will happen - Identify who will talk to the press and employees in the event of a leak - Have a clear communication strategy with timeline in the case of a major leak, a rumour, and own internal planned communication - Identify key personnel to be brought into the plan - Draw up timeline of when to communicate with the entire organization
  19. 19. Defining, effecting and managing the change Ensuring Drawing up a Taking the Empowering key engagement communications decision personnel and keeping strategy channels open - Create FAQs, provide training - KEY THING TO ANSWER UPFRONT: WHAT WILL HAPPEN TO ME? The Key Personnel need to understand this before playing their role - BE PREPARED FOR COUNSELLING…first for KEY personnel and then for the rest of the organization – use external services
  20. 20. Defining, effecting and managing the change Ensuring Drawing up a Taking the Empowering key engagement communications decision personnel and keeping strategy channels open - Opportunity to upskill in niche areas (be mindful of expenses at this stage) - Create organization wide engagement opportunities (competitions etc) that cause bonding, discussions and ensures no “idle” time - Identify outplacement opportunities - Keep everyone informed of the timeline and progress
  21. 21. QUESTIONS?

×