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Change Management for Product Managers

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Presentation of some core concepts in change management, held during Product Tank, March 2017 in Bucharest, Romania.

Managing change is a core capability of product managers, as the product team has to navigate through lots of changes: market, tech, organizational, strategy, team etc.

For any further questions, reach out @bulent_duagi.
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Published in: Leadership & Management
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Change Management for Product Managers

  1. 1. CHANGE MANAGEMENT F O R P R O D U C T M A N A G E R S Product Tank, Bucharest 2017
  2. 2. "CHANGELOG" E N T R E P R E N E U R S H I P MobileAcademy.ro  H R B U S I N E S S P A R T N E R I N G Adobe Romania Vodafone Romania Management training: Heineken, Oracle, Orange P R O D U C T M A N A G E M E N T Bitdefender Consulting: Ajusto.ro Adobe Kickbox program graduate Mentor: MVP Academy, Innovation Labs, Startup Weekend, Startarium, Carbon, UA Incubator C O M M U N I T Y I N V O L V E M E N T Product Mng: Product Tank Marketing: IAA YP HR: Young HR Pros / HR Hub Urban planning: Cities 2.0
  3. 3. CHANGE STORIES Adobe: salary increases in 2012 Adobe: redistributing 40+ employees with 0% attrition Adobe: implementing input from Pulse surveys Vodafone: merging two departaments Vodafone: eliminating forced performance ranking Bitdefender: updating the 2015 roadmap Bitdefender: introducing the "Design Sprint", constant user research, customer journey mapping Bitdefender: preparing for multi-platform MobileAcademy.ro: from B2C to B2B MobileAcademy.ro: from training to consulting MobileAcademy.ro: responding fast to new market needs (DevOps)
  4. 4. T = (C + R + P) / SI Trust Credibility Reliability Personal connection Self-interest T R U S T E Q U A T I O N
  5. 5. Stakeholder Analysis  Stakeholder Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4 Stakeholder 5 Stakeholder 6 StronglyAgainst Moderately Against Neutral Moderately Supportive Strongly Supportive Reason Action plan X X X X X X O O O O O O
  6. 6. T R A V E L F A S T . C O 10 20 30 40 Innovators Early Adopters Early M ajority Late M ajority Laggards 0 A D O P T I O N C U R V E
  7. 7. 3. Trial / consideration 2. Interest 1. Awareness 4 . D E C I S I O N 5. ADOPTION
  8. 8. D E S I R A B I L I T Y P R A C T I C A L I T YD I S S A T I S F A C T I O N D x D x P > R C H A N G E E Q U A T I O N R E S I S T A N C E T O C H A N G E
  9. 9. A D V A N C E D P E R S O N A L I T Y A S S E S S M E N T For adapting the message better for each stakeholder. Examples: MBTI, SDI, Emergenetics  K O T T E R ' S 8 S T E P S 1. Create urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the vision 5. Remove obstacles 6. Create short-term wins 7. Build on the change 8. Anchor the changes in culture I N F L U E N C E M A P Who influences who? How strong is the influence of each node in the stakeholder graph? C H A N G I N G H A B I T S Individual level Team level Organizational level Resource: The Power of Habit, Charles Duhigg 
  10. 10. T H A N K Y O U @ B U L E N T _ D U A G I

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