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Change Management trends

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Implement Consulting Group invited J. Stewart Black, Professor of Global Leadership and Strategy at IMD, to share his perspectives and insights on how to lead successful Change Management.

Published in: Business
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Change Management trends

  1. 1. Thoughts and trends in working with change in the Nordics
  2. 2. During the last 12 months, we have been in dialogue with the largest Nordic organizations to get their view on change
  3. 3. Different transformation types calls for different change initiatives INTERNAL FOCUS EXTERNAL FOCUS FINANCIAL LOGIC STRATEGIC LOGIC One company (24%) Customer- centric (32%) Turnaround (16%) Accelerated growth (20%) Change the game (8%)
  4. 4. For all transformation types, a broad view on change seems to be the key Behaviours Content (structures) The change initiative The organization Change implementation Building change capability Preparing for change
  5. 5. 1. It will never be easy 2. (Early) Involvement is key 3. High need for (authentic) leadership during the process
  6. 6. 1. Leaders see it – employees don’t 2. Organizations that succeed with change have a clear end-goal
  7. 7. 37% 45% 18% High Impact (success in 70-100% of initiatives) Medium Impact (success in 40-69% of initatives) Low Impact (Success in 0-39% of initiatives)
  8. 8. 3,14 3,36 2,19 2,85 2,09 2,45 1,00 2,00 3,00 4,00 5,00 an organisational specific change framework and toolbox an ongoing communication to build trust Low impact Medium impact High impact Create a solid platform for change Building change capability
  9. 9. Focus (more) on the framing of the project 3,77 4,45 3,19 3,63 2,45 3,00 1,00 2,00 3,00 4,00 5,00 Design and plan the change process Ensure that the change initiative is in line with the overall strategic situation and direction Low impact Medium impact High impact Preparing for change
  10. 10. Change implementation Focus on both the reason and the structures 3,23 3,64 3,82 2,70 2,85 2,93 2,09 2,36 2,64 1,00 2,00 3,00 4,00 5,00 reallocate people, time and money between units/projects to support the change align the organizational structure with the change initiativ clarify the ‘why’, ‘what’ and ‘how’ to different key stakeholders Low impact Medium impact High impact
  11. 11. 3,08 2,50 2,92 3,00 3,25 3,13 3,00 3,25 3,19 3,00 3,50 2,75 3,00 3,60 3,40 1,00 3,00 5,00 translate the pains and needs into an aspiring vision clarify the ‘why’, ‘what’ and ‘how’ to different key stakeholders highlight success stories to keep momentum and engagement Accelerated growth Change the game Customer-centric Turnaround One Company Focus is different unless when it comes to creating a vision Transformation types
  12. 12. 1. Make change a habit 2. Start … before it starts 3. Focus on behaviour AND structure
  13. 13. 1. Choose a barrier 2. Take notes (2 minutes) 3. Meet others (with same barrier)

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