Tight business competition, technological developments, the financial crisis and the changing times, resulting in companies experiencing difficulties to develop. The main factors that led to these difficulties, the unpreparedness of the organization to define and align business strategy which is aligned and must be executed.

1. CHANGE MANAGEMENTTO
ACHIEVE BUSINESS COMPETITIVE
Presented by
SetionoWinardi, SH.MBA
Part One
E. winardi67@gmai.com
M. +62-813-1542-1509

2. Understanding
Change management is the act of approach in implementing
the transition of individuals, teams, and organizations to
state the desired future, which is applied in the context of
project management, with reference to the project
management process where changes occur in the scope of the
project, and has been officially introduced and approved.

3. Reason
Globalization and technological innovations that affect the results of
the business environment, has revolutionized the business that affect the
changes thus increasing the availability of knowledge of accountability,
so that the organization must learn to be comfortable with change in
tune.
Therefore, the ability to manage and adapt to changes in the
organization is essential capabilities required in today's workplace.
However, major changes in the organization and quickly faced deep
trouble because of the structure, culture and organizational routines
often reflect the difficulty to-remove "traces" of the past period, which
can last over radical changes occur, but the organization's environment
can change quickly.

4. Changes as part of the existence of life in the organization.

5. Key Point
1. Determining Organizational Change
2. Competence to manage
3. Resistance to Change
4. Managing Organizational Change

6. Determine the Organization Change
Reason for Organization Change
1. Crisis
2. The performance gap
3. The new technology
4. Internal and external
reaction on the pressure
5. Identification of
opportunities
5. Mergers and Acquisitions
6. Stakeholder interests and
/or shareholder
7. The issue of the existence
of goodness for a change
8. Diversification for
resource allocation

7. Competency for Change
1. Lack of confidence to the
agents of change
2. Ability to absorb changes
3. Managing conflict
4. Provide teaching
5. Facilitating change
6. Communications submits
changes
7. Emotional Intelligence
8. Service mindset
9. Tolerance
10. Love of learning

8. Resistances of Change
1. The lack of coordination and training in implementing
the changes to the team changes.
2. Poor leadership for the manager changes.
3. Lack of coordination between the manager and the team
changes.

9. Managing Change
1. Designing successful, execution, measurement and
maintenance of organizational change initiatives
2. Increased on-going capacity to manage change
3. Transformation strategy that regulates and gives energy
to understand, embrace and take full advantage of the
technologies and new processes.
4. Measurements of success on the level and nature of the
natural from the Business Impact achieved

10. Process on Assignment
Process Identify and Determine the
Change Management

11. Change Management Model
Perform modeling and change management how to prepare
the agent of change that reliable.

13. Stages of Change Management
1. Shared values
2. Strategy
3. Structure
4. System
5. Style
6. Staff
7. Skills

14. Advantages and Disadvantages
1. Offering an effective
method to diagnose and
understand an organization.
2. Provide guidance on
organizational change.
3. Combines the rational and
emotional components.
4. All parts are inseparable
and must be addressed in
an integrated manner.
1. When changes are made in
one piece, then all the
parts changed, because all
factors are interrelated.
2. Eliminating the difference
3. This model is complex.
4. Companies that use this
model, has a high failure
rate.

15. Barriers
1. Type slacker
2. Incompetent
3. Fraudsters / screwed maker
4. Exceeding competence over other colleagues
5. Leaders are annoying

16. Process on Assignment
Identify the barriers
and
strategic problem solving

17. Competency the Leader
for Change Management

18. Competency Change Management
Change management competency is the presence of a
business culture that is expected to change and react through
the understanding, perspective, tools and techniques to make
the change go smoothly and easily, so that changes that occur
as usual conditions.

19. Differential between
Change Management Competency
and
Change Management

20. FIRST
Change management is the use of certain activities (such as
communication, training, sponsorship and training) for
managing people, as part of the changes in order to realize
the goals and success of the business change.
Competence management change is an organization's ability
to react to and manage change as an organization-wide ability
to implement change management practices are successful and
sustainable.

21. SECOND
Change management can be taught and learned.
Competence management changes require a fundamental change in
culture and values, which should be part of daily operations and can
not indicate in training or learning materials.

22. THIRD
Change management competency must penetrate every aspect and
level of organization, where change management competency must
be evident in all levels - particularly sponsors, managers and front-
line employees (front liner)
Management of change is the whole organization must undergo a
shift in the way business as usual approach to building and assigned
the competence changes.

23. Attributes
1. Executives
2. The project team
3. Managers
4. Front line employee

24. Requirements
1. Awareness
2. Desire
3. Science
4. Ability
5. Strengthening

25. CHANGE MANAGEMENTTO
ACHIEVE BUSINESS COMPETITIVE
PartTwo

26. Assess the Risk and Implementation Strategy
1. Risk assessment is the determination of quantitative or
qualitative estimate of the risks associated with the concrete
situation and a recognized threat (danger).
2. Quantitative risk assessment requires calculations of two
components of risk (R):
2.1. The amount of potential losses (L)
2.2. Probability (p) the loss will occur, where the
acceptable risk is the risk that is understood and
tolerated usually because of the cost or difficulty of
implementing effective countermeasures for
vulnerabilities related losses exceed expectations

27. Quantitative Risk Assessment
1. Quantitative risk assessment includes calculations on expectations
at 1 (one) losses incurred. Single loss expectancy can be defined as
the loss of asset value by 1 (one) security incidents.
2. The team then calculated the annual incidence rate of threats to
assets.
3. Annual incidence levels are estimates based on data on how often
the threat of the vulnerability successfully exploited.
4. From this information, the Annualized Loss Expectancy (ALE)
will be calculated annual loss expectancy.
5. The annual loss expectancy is the calculation hope one (1) loss
multiplied by the annual incidence rate, or how many
organizations can estimate the loss of assets based on risk, threat,
and vulnerability.

28. Response of Quantitative Risk Assessment
1. At the risk assessments tend to be overly quantitative and
reductive, for example, they found the risk assessment
ignores the distinction between qualitative and risk. Some
charge that can break the assessment of non-quantitative
information that is important, so it can not be accessed,
such as variations harmed.
2. A quantitative approach would divert the attention of
precautions or preventive.

29. Strategy Implementation
1. Motivation leadership - focused on achieving sustained
performance through personal growth, leadership and value-
based dynamic planning
2. Transform strategy into action - requires a phased approach,
linking the performance factors that are identified with
strategic initiatives and projects designed to develop and
optimize the activities of departments and individuals
3. Performance management - involves the process of
development processes and capabilities required to achieve
performance through people to deliver results

30. Process on Assignment
Develop and Determine the Strategy for
implementation

31. Benefit Change on ShortTime
1. Determining the vision, mission and objectivity that is scalable, making a
business case and monitor the achievement of the assumptions, risks,
dependencies, costs, return on investment, benefits and cultural issues
affecting the progress of work related
2. Effective communication that informs the reason for the change, the
benefits of successful implementation, as well as details change
3. Develop plan effective education, training and / or skills upgrade scheme
for organizations
4. Resolving the problem of resistance from employees and align to the
strategic direction of the organization as a whole
5. Provide personal counseling to alleviate fears associated changes
6. Monitor the implementation and fine-tuning is needed

32. Strategic Planning
1. Environmental analysis
2. Scenario planning
3. Measuring and controlling implementation
4. Evaluation

33. Strategy on Assignment
Implement and Assess the Scenario

34. Aligning Change Management
& Business Planning
1. Optimal organizational performance requires a focus
resources in the most productive, alignment the business plan,
quality plan, strategic plan, research and development, and so
on.
2. Requires that the main purpose of which is formed for all the
work of an organization that is aligned and designed to
achieve.
3. Each organization has plans to compete with each other,
through the limited use of the available resources.
4. Each part of the organization's work to achieve the mission
of the individual, but because of a lack of alignment, then
the total outcome is not optimal.

35. Business Planning
Business Planning is a business plan that includes an official
statement about the plans of the business objectives,
rationale, and plans to reach, and provides background about
the organization or team

36. Assessment
1. What success looks of operational and financial - and whether
the benefit of employees and customers?
2. Is used to solve mission and how it can improve the ability to
achieve better results than in the past - so the organization can
remain competitive, become more profitable and / or achieve
market leadership?
3. What resources are used to achieve the goal of sustained and
significant success in an industry?

37. Process on Assignment
Finding Matters and Re-design Strategy
Implementation

38. Micro Project
Develop micro-oriented project on the
changes that can be done to improve the
performance of the company.

39. Discuss for Micro Project
and
Problem Solving

40. Conclusion

41. Thank you
And
Good Luck for Success