Change management. Skills.

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Change management. Skills.

  1. 1. Skills and knowledge neededfor managing changeTEAM 8 presentationPeople Organization and Technology, DM918University of StrathclydeRadoslava ToshevaDarpan SampatAhmad MughiCarles DebartPatrick O`ConnelAytug Suvari
  2. 2. MENU OF THE DAY1 542 3Change managercompetenciesBy AhmadMughniKotter’sframework and skillsBy CarlesDebartCase study 2:IBMBy DarpanSampatCase study 1:SiemensBy RadoslavaToshevaClass activityBy PatrickO`Connell
  3. 3. CHANGE?
  4. 4. CHANGE?
  5. 5. WHICH MANAGER MAY LEAD THE CHANGE?123Program managerProject managerChange managerIt depends on:The degree of behavioural change required in the organization (how deep is the change)The supportive culture and/or leadership (how is the organization prepared for change)
  6. 6. 11LeadershipWHAT SIMILAR COMPETENCIES HAVE PM and CM?2233 44 55 667788Teamdevelopmentand selectionStakeholdermanagementCommunicationCulturalconsideration& Crosscultural skillsDecisionmakingPlanning:cost, time,risk, quality,scopeProjectmanagementskills
  7. 7. WHAT DIFFERENT ACTIVITIES ARE THEY SPECIALIZED IN?2. Project definition3. Team development4. System assessment5. Issues resolution7. Strategic decisions8. Preparation of work environ.9. Project closing6. Vendor managementPROJECT MANAGER1. Managing resources2. Changing organiz. culture3. Preparation of users4. Organizational structure5. Political diffusion7. Selling the change8. Involvement in processanalysis work9. Training and education toaffected staff6. Impact analysisCHANGE MANAGER1. Changing behaviorVS
  8. 8. CHANGE MANAGEMENTplusPROJECT MANAGEMENTPROJECT MANAGEMENTwithSome change managementskillsPROJECT MANAGEMENTwith strongchange management skillsorPROJECT MANAGEMENTplus CHANGEMANAGEMENTDEGREE OF BEHAVIOURAL CHANGE REQUIEREDSUPPORTIVECULTUREANDLEADERSHIPDEGREE OF CHANGE AND TYPE OF MANAGEMENT REQUIREDDepending on the degree of change more than one manager could be necessaryPROJECT MANAGEMENTwith strongchange management skillsorPROJECT MANAGEMENTplus CHANGEMANAGEMENTWEAKSTRONG
  9. 9. 1 2 3 4FACILITATINGCHANGE• Knowledge onprinciples ofchange• Knowledge onorganizationenvironment• Focuses onBusiness• Assessingreadiness ofemployees• Culture awarenessKEY COMPETENCIES AND SKILLS FOR MANAGERS TOIMPLEMENT CHANGE ISTRATEGICTHINKING• Communicates anddevelops a clearvision• Monitorsorganizationalreadiness• Strategic view• Sustainableoutcome, allowingfuture changes• Analytical thinking• Holisticperspective• Decision Making• Customer &stakeholder focus• Professionalpresence• Use of networks• Interpersonal styleTHINKING &JUDGEMENTINFLUENCINGOTHERS
  10. 10. 5 6 7 8COACHINGFOR CHANGE• Knows about adultlearning principles• Analyses the needs• Increases theorganizationalcapability• Acts as a rolemodel• Trains not only forchange but forstabilization ofchangePROJECTMANAGEMENT• Develops anintegrated plans• Monitors andmanages theprogress• Manages cost, riskand opportunity• Reviews the projectoutcome• Buildsrelationship• Demonstratesempathy• Expresses ideaseffectively• Structurescorrectly writtencommunication• Measureseffectiveness ofcommunication• Personalresponsibility• Prioritizes• Manages time• Is resilient• Is flexible• Has emotionalintelligence skillsCOMMUNICATIONSKILLSSELFMANAGEMENTKEY COMPETENCIES AND SKILLS FOR MANAGERS TOIMPLEMENT CHANGE II
  11. 11. 9 10 11FACILITATIONIN MEETINGS• Designs activities• Creates aparticipatoryenvironment• Structuresmeetings andworkshops• Takesresponsibility• Employsfacilitation toolsfor planning,monitoring andsolving issuesPROFESSIONALDEVELOPMENT• Continuously seeksfor new updates inthe CM science• Integrates new skills• Promotes thechange managementscience• Identifies theneeds on change• Prepares atraining plan• Works close toorganizationowners for thedelivery ofsolution• Evaluates theeffectiveness ofthe changeSPECIALISTEXPERTISEKEY COMPETENCIES AND SKILLS TO MANAGERS TOTO IMPLEMENT CHANGE III
  12. 12. DEVELOPING SKILLS FOR CHANGE.KOTTER’S FRAMEWORK ANALYSISWHATCOMPETENCIESARE NECESSARYFOR EACH STEP?
  13. 13. WHAT COMPETENCIES ARE NEEDED FOR EACH STEP?1 4 5 71 3 4 5 6 7 111 2 4 74 7 82 3 66 71 61 9 10
  14. 14. THE CEO OF SIEMENS ON USINGA SCANDAL TO DRIVE CHANGEPETER LOSCHER“But as I always remind anybodywho is listening, never miss theopportunities that come from agood crisis – and we certainly didn`tmiss ours.”THE DAILY NEWSwww.dailynews.com THE WORLD’S FAVOURITE NEWSPAPER - Since 1879CASE STUDY : SIEMENS STORY
  15. 15. CASE STUDY : SIEMENS STORYHow can you continually adapt to the changing world we are in right now?HOW HE DID IT …35 Streamline and simplify their global operating units1 Getting to know the company and change how it wasorganized2 Fundamentally changed the managing board and how dothey made decisions4Managing board was a good mix of experienced people whocame below in the organizations.7 Remove two-layer system in operations6 Group country operations into fewer clusters.One person who is accountable for global performanceReplaced:80% of the top levelof executives70% of the next leveldown40% of the levelbelow that
  16. 16. CASE STUDY : SIEMENS STORYHow can you adapt continually to the changing world we are in right now?HOW HE DID IT …8 One person is accountable for global performance9 Quarterly based meetings were created10 An environmental portfolio was introduced11 Significant increase in R&D spending12 Customer driven culture13 Diversity
  17. 17. CLASS ACTIVITY:Ready tochange?
  18. 18. THANK YOU!- Any questions? -END OF THE SESSION

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