1. The Future:
Change As Advantage Not
Function
A new dimension to the function and role of
change management
Jeff Gandolfi
OpEx., NY, 7th March ´16
2. Aims
Think
Have some fun
Societal changes will mean current change management
will become increasingly ineffective
Change management needs to look at the structural
elements of change
Change management does not promote change and is
currently focused on change projects
Theme: Are you effectively deploying an OpEx. leadership strategy and managing
cultural changes?
3. Table of Content
1: Today and Tomorrow: What Change management is today and what
the future may hold
2: Change as Advantage: How change can drive an organisation forward
and directly improve operational performance
3: Review: Final conclusions and further discussion
4. 2 Simple Questions
What is Change?
What is Change
Management?
From A to B
Improving
Adapting
Managing a process of transition
Supporting people in transition:
Aligning personal/company
transition
Overcoming resistance to change
Being more responsive
Moving operations from Asia to Africa
100% online, no direct face-to-face
Instant loans at the point of sale
Understanding where we are and
where we want to be while ensuring
the PMO/End User is happy
Cultural development, training
Understanding the change process
Improving change readiness Making everything easier to change
Security: digital location different
from visa card location
5. Change Management Role
“Identify gaps, create and implement change strategies and plans that
maximize employee adoption”
People and Culture
“Work across teams leading: change strategy design and execution,
stakeholder engagement, organizational readiness, leadership alignment,
communication, training, project management, and sustainment”
Cross Disciplinary
Management
Overcoming
Resistance
“Focus on the people side of change: changes to business processes,
systems and technology, job roles, organization and cultural changes”
Improving Change
Readiness
Only 15% had this
clearly defined
“work to drive faster adoption, higher
ultimate utilization and greater proficiency
of the changes that impact employees”
6. Key Performance Indictors (KPIs)
Management
People
Resistance
Readiness
Impact of negative change
Satisfaction of change council
In capital (time, labour, etc.)
Satisfaction of end user
Training
Knowledge documents
Reduce change cycle
No. of negative changes
Attitude and alignment
Acceptance rate from change council
No. of emergency changes
Awareness of change
7. Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations
Structural Inflexibility
Change Management
Change management is
the implementation of
change projects
It is directly separated
from operations
KPIs focus on change
implementation rather
than promoting change
9. Tomorrow
Possibility Explanation Effect
Most of the world will be
connected
US 2006: 70% online
2015: 85%
Widening and deepening markets
New concept of market
Hyper-connectivity People, machines, buildings will be
naturally interconnected
Data collection and exchange
Fluid real time data analysis
Internet of Things
(Kevin Ashton)
Everyday items will be intelligent Fridges order milk, pay via bacs,
delivered by drone
Faster world People and organizations will not able to
respond quickly enough
Break down of current business
models and structures
Interest nations People linked by interest rather than
nations
New markets, new dynamics,
huge opportunities
10. Conclusions
Change management is
separated from operations
The way we interact with
the world is becoming more
fluid
It doesn’t overcome
resistance
Our current way of
thinking about
operations will become
irrelevant
The world is going
through a revolution
We have so many new
opportunities that we can
not perceive yet
Organisations need to
revolutionise too
Change can drive
operational excellence
as it allows companies
to become more fluid
Change is going through a similar process as quality has, the evolution from quality assurance to
total quality is essentially what faces change management today
Good change now will be
poor change in 10 – 15 years
11. Change as Advantage: Structural Change
Where change projects introduce new operations, technologies and ways of working, structural
change focuses on people, their behaviours and their beliefs
Structural change effects not just part but all of an organisation all the time
Structural change involves the context in which things are done, it can generate a culture that
will actively promote change and ultimately promote fluidity
Structural change may be slower, sometimes taking years
Life is becoming fluid, companies have an opportunity to truly align people and organisations
But to do this you have to change your perspective
12. Structural Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations and
Structural Change
Management
Flexibility
Change Management
Structural change
works to help project
based change
It is directly connected
to operations
It Promotes
Fluidity
13. Recruitment
Skills/Area Application Example
Gamers
• Eve Online: “Corporation leaders”
• Resource and management
• Multi-site people management with no face-
to-face contact
Gaby, MSc Statistics, “Resource
Manager” in Eve Online:
Operations manager for online
learning
Education
• Diverse honours degrees (maths / history)
• Allows a wider and more flexible
understanding of business processes
Miguel, New teacher (2 years)
Document control
Language
• Why do “English” managers not need to
speak another language?
• Better listeners
• Deal with conflicting ideas
You don’t need two languages
because you deal with two
geographical areas, you need
two languages because it makes
you more flexible and adaptable
Wanderlust • Lots of travel experience
• Multicultural background
Better able to deal with the
unfamiliar
14. Fluidity of Roles
Skills/Area Example Notes
Functional Roles • Engineer: projects,
hardware, quality
• Either job rotation or
roles on different projects
• This is not disaster or progression planning
• It is not slow drop change
Multi-Locational
(physically and
digital)
• Risk analyst in Japan
needs to work on US
projects
• Use technology and even
location hop as a norm
• There is no space between us
• Cross location resource at a day to day level
• Start employing by region or function, not
location
Expect change • A relocation package is
paid because the
relocation was not seen as
a norm.
• Quality is expected, it is planned for , it exists
in an organisation.
• Stop treating change as a project based
activity and start expecting and demanding
it
15. Change KPIs
Number of soft and hard targets Some roles are naturally more open to
change. RD is naturally a hard target
How many jobs have been turned into
functional roles
How many engineers, not how many software
or hardware engineers
At what level is change seen as a natural
quality of the organisation
Level of cross location resource sharing
How many single site projects involve
multiple sites
How many people speak at least 2
languages
Is environmental training as important
as traditional education
16. Review: Conclusions
Are you effectively deploying an OpEx. leadership strategy and managing cultural changes?
• OpEx. leadership strategy must bring change management centre stage,
it is the best platform to adapt an organisation to the future
• OpEx. leadership strategy should build change into, rather than solo
imposes change on, operations
• Structural change management allows the development of KPIs that
measure not an organisation’s change readiness, but its ability to change
• In the longer term structural change management allows the development
and management of a real “culture of change” which is rooted in
operations itself
17. Who I Am
Jeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi
Current Role
Country Experience
Sector Experience
Business consultant and coach
(UK), Mexico, China, Turkey, (Europe, Canada, US)
Consultant Various
Commercial
Director
Mental health
General
Manager
Education and training
Manager
Various
Automotive
