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Business
Change
Principles
Your Company Name
Principles In
Leading Change
Management –
Template 1
4
Make the rational &
emotional case together
2 Start at the Top
3 Involve every layer
1 Lead with Culture
5 Act your own into new thinking
Leverage informal solutions9
Lead outside the lines7
Leverage formal solutions8
Engage, engage, engage6
Assess and adapt10
2
Principles In Leading Change Management – Template 2
10
02Start at the Top
01Lead with Culture
04
Make the rational &
emotional case together
03Involve every layer
05Act your own into new thinking
Engage, engage, engage06
Leverage informal solutions09
Lead outside the lines07
Leverage formal solutions08
Assess and adapt10
3
Lead With The Culture
1
❑ 94% said that the organization’s culture was critical to the success of change management
❑ Yet change leaders often fail to address culture—in terms of either overcoming cultural
resistance or making the most of cultural support
❑ Yet skilled change managers, conscious of organizational change management best
practices, always make the most of their company’s existing culture
❑ Add your text here
❑ Add your text here
❑ 74% saw it as more critical than strategy or operating model.
4
❑ Although it’s important to engage employees at every level early on, all
successful change management initiatives start at the top.
❑ Work must be done in advance to ensure that everyone agrees about the case
for the change and the particulars for implementing it
❑ The exercise included a leadership team effectiveness survey, which revealed that though
these leaders called themselves a team, they didn’t really see themselves that way.
❑ Add your text here
❑ Add your text here
2
Start At The Top
5
❑ Strategic planners often fail to take into account the extent to which midlevel and frontline
people can make or break a change initiative
❑ Frontline people tend to be rich repositories of knowledge about where potential glitches may
occur, what technical and logistical issues need to be addressed, and how customers may
react to changes
❑ Add your text here
❑ Add your text here
❑ Add your text here
3
Involve Every Layer
6
❑ Leaders will often make the case for major change on the sole basis of strategic business
objectives such as “we will enter new markets” or “we will grow 20 percent a year for the
next three years.”
❑ Human beings respond to calls to action that engage their hearts as well as
their minds, making them feel as if they’re part of something consequential
❑ Add your text here
❑ Add your text here
❑ In any organization facing a challenging environment, the emotional
connection fostered by moves like these is likely to make a major difference.
4
Make The Rational And Emotional Case Together
7
❑ Many change initiatives seem to assume that people will begin to shift their behaviors
once formal elements like directives and incentives have been put in place
❑ Managers will become clear communicators because they have a mandate to deliver a
message about the new strategy
❑ Add your text here
❑ Add your text here
❑ Start by defining a critical few behaviors that will be essential to the success of the initiative.
Then conduct everyday business with those behaviors front and center
5
Act Your Way into Thinking
8
❑ Leaders often make the mistake of imagining that if they convey a strong message of
change at the start of an initiative, people will understand what to do
❑ A global publisher undertook a major initiative to become more digital,
putting in place far-reaching structural changes
❑ Add your text here
❑ Add your text here
❑ Executives followed this with function-wide meetings where people could
learn, for example, about the prospective impact on finance or human
resources
6
Engage, Engage, Engage
9
❑ Change has the best chance of cascading through an organization when everyone with
authority and influence is involved
❑ People influenced by them feel good about working for the organization and have a desire to
go above and beyond
❑ Add your text here
❑ Add your text here
❑ They are repositories of the organization’s culture. They are the ones approached by people
who want to know what’s really happening in the organization
7
Lead out Side the Lines
10
❑ Persuading people to change their behavior won’t suffice for transformation unless formal
elements—such as structure, reward systems, ways of operating, training, and
development—are redesigned to support them
❑ A law firm tried to professionalize its clubby culture, which clients perceived as
inwardly focused
❑ Add your text here
❑ Add your text here
❑ The team was delighted when a strong group of contributors volunteered and
put in the time required to design a robust development program and start
engaging associates.
8
Leverage Formal Solutions
11
❑ Even when the formal elements needed for change are present, the established culture can
undermine them if people revert to long-held but unconscious ways of behaving
❑ A top-tier technology company was trying to inculcate a more customer-centric mind-
set after a decade focused on relentlessly cutting costs
❑ Add your text here
❑ Add your text here
❑ Add your text here
9
Leverage Informal Solutions
12
❑ Leaders are so eager to claim victory that they don’t take the time to find out what’s
working and what’s not, and to adjust their next steps accordingly.
❑ This failure to follow through results in inconsistency and deprives the organization of
needed information about how to support the process of change throughout its life cycle
❑ Add your text here
❑ Add your text here
❑ Add your text here
10
Assess And Adapt
13
Additional
Slides
14
Our Mission
Vision
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it to your needs and capture your
audience's attention.
1
Mission
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it to your needs and capture your
audience's attention.
2
15
Our Team
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to your needs and capture your
audience's attention.
Designation
Name Here
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to your needs and capture your
audience's attention.
Designation
Name Here
16
About Us
Valued Clients
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to your needs and capture your
audience's attention.
1
Target Audiences
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to your needs and capture your
audience's attention.
2
Preferred by Many
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to your needs and capture your
audience's attention.
3
17
Financial
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editable. Adapt it to your
needs and capture your
audience's attention.
$250 Maximum
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editable. Adapt it to your
needs and capture your
audience's attention.
$100 Minimum
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editable. Adapt it to your
needs and capture your
audience's attention.
$150 Medium
18
Opportunity is missed by most people
because it dresses in overalls and looks
like work.
Quotes
…Thomas Edison
19
This slide is 100% editable. Adapt
it to your needs and capture your
audience's attention.
Text Here
2016
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it to your needs and capture your
audience's attention.
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2017
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audience's attention.
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2018
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it to your needs and capture your
audience's attention.
Text Here
2019
Timeline
20
Thank
You
Address
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Contact Numbers
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Email Address
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21

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Business Change Principles PowerPoint Presentation Slides

  • 2. Principles In Leading Change Management – Template 1 4 Make the rational & emotional case together 2 Start at the Top 3 Involve every layer 1 Lead with Culture 5 Act your own into new thinking Leverage informal solutions9 Lead outside the lines7 Leverage formal solutions8 Engage, engage, engage6 Assess and adapt10 2
  • 3. Principles In Leading Change Management – Template 2 10 02Start at the Top 01Lead with Culture 04 Make the rational & emotional case together 03Involve every layer 05Act your own into new thinking Engage, engage, engage06 Leverage informal solutions09 Lead outside the lines07 Leverage formal solutions08 Assess and adapt10 3
  • 4. Lead With The Culture 1 ❑ 94% said that the organization’s culture was critical to the success of change management ❑ Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support ❑ Yet skilled change managers, conscious of organizational change management best practices, always make the most of their company’s existing culture ❑ Add your text here ❑ Add your text here ❑ 74% saw it as more critical than strategy or operating model. 4
  • 5. ❑ Although it’s important to engage employees at every level early on, all successful change management initiatives start at the top. ❑ Work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it ❑ The exercise included a leadership team effectiveness survey, which revealed that though these leaders called themselves a team, they didn’t really see themselves that way. ❑ Add your text here ❑ Add your text here 2 Start At The Top 5
  • 6. ❑ Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a change initiative ❑ Frontline people tend to be rich repositories of knowledge about where potential glitches may occur, what technical and logistical issues need to be addressed, and how customers may react to changes ❑ Add your text here ❑ Add your text here ❑ Add your text here 3 Involve Every Layer 6
  • 7. ❑ Leaders will often make the case for major change on the sole basis of strategic business objectives such as “we will enter new markets” or “we will grow 20 percent a year for the next three years.” ❑ Human beings respond to calls to action that engage their hearts as well as their minds, making them feel as if they’re part of something consequential ❑ Add your text here ❑ Add your text here ❑ In any organization facing a challenging environment, the emotional connection fostered by moves like these is likely to make a major difference. 4 Make The Rational And Emotional Case Together 7
  • 8. ❑ Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like directives and incentives have been put in place ❑ Managers will become clear communicators because they have a mandate to deliver a message about the new strategy ❑ Add your text here ❑ Add your text here ❑ Start by defining a critical few behaviors that will be essential to the success of the initiative. Then conduct everyday business with those behaviors front and center 5 Act Your Way into Thinking 8
  • 9. ❑ Leaders often make the mistake of imagining that if they convey a strong message of change at the start of an initiative, people will understand what to do ❑ A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural changes ❑ Add your text here ❑ Add your text here ❑ Executives followed this with function-wide meetings where people could learn, for example, about the prospective impact on finance or human resources 6 Engage, Engage, Engage 9
  • 10. ❑ Change has the best chance of cascading through an organization when everyone with authority and influence is involved ❑ People influenced by them feel good about working for the organization and have a desire to go above and beyond ❑ Add your text here ❑ Add your text here ❑ They are repositories of the organization’s culture. They are the ones approached by people who want to know what’s really happening in the organization 7 Lead out Side the Lines 10
  • 11. ❑ Persuading people to change their behavior won’t suffice for transformation unless formal elements—such as structure, reward systems, ways of operating, training, and development—are redesigned to support them ❑ A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused ❑ Add your text here ❑ Add your text here ❑ The team was delighted when a strong group of contributors volunteered and put in the time required to design a robust development program and start engaging associates. 8 Leverage Formal Solutions 11
  • 12. ❑ Even when the formal elements needed for change are present, the established culture can undermine them if people revert to long-held but unconscious ways of behaving ❑ A top-tier technology company was trying to inculcate a more customer-centric mind- set after a decade focused on relentlessly cutting costs ❑ Add your text here ❑ Add your text here ❑ Add your text here 9 Leverage Informal Solutions 12
  • 13. ❑ Leaders are so eager to claim victory that they don’t take the time to find out what’s working and what’s not, and to adjust their next steps accordingly. ❑ This failure to follow through results in inconsistency and deprives the organization of needed information about how to support the process of change throughout its life cycle ❑ Add your text here ❑ Add your text here ❑ Add your text here 10 Assess And Adapt 13
  • 15. Our Mission Vision This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 1 Mission This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2 15
  • 16. Our Team This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Designation Name Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Designation Name Here 16
  • 17. About Us Valued Clients This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 1 Target Audiences This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2 Preferred by Many This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 3 17
  • 18. Financial This slide is 100% editable. Adapt it to your needs and capture your audience's attention. $250 Maximum This slide is 100% editable. Adapt it to your needs and capture your audience's attention. $100 Minimum This slide is 100% editable. Adapt it to your needs and capture your audience's attention. $150 Medium 18
  • 19. Opportunity is missed by most people because it dresses in overalls and looks like work. Quotes …Thomas Edison 19
  • 20. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here 2016 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here 2017 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here 2018 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here 2019 Timeline 20
  • 21. Thank You Address # street number, city, state Contact Numbers 0123456789 Email Address emailaddress123@gmail.com 21