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Change bang

Change management in 60 minutes

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Change bang
Always ready for change
www.gabimanole.ro
It is everything in the news!
109766 results on Amazon.com
Forecast: 75% chances to fail
 A new study by Towers Watson has found that only 25% of change management initiatives are
successful over the long term. While this may come as no shock – substantive change in
organizations with entrenched cultures is always difficult – the study adds new data to an
ongoing discussion.
 Some highlights from the study, the 2013 Change and Communication ROI Survey, which
involved 276 large and midsize organizations from North America, Europe and Asia:
 Employers felt 55% of change management initiatives met initial objectives, but only 25% felt
gains were sustained over time.
 87% of respondents trained their managers to “manage change,” but only (a dismal) 22% felt
the training was actually effective.
 68% of senior managers said they’re “getting the message” about reasons for major
organizational changes, but that figure falls to 53% for middle managers and 40% for front-line
supervisors.
FORBES
Why?
 to adapt to new customer
 to adapt to new requirements
 new owners of the company
 new team members
 more team members
 change of technologies
 invent something new
 be ahead of competition
 What happens if you don’t change?
When?
 Always
 Never
 At dinner or breakfast
 Too late
 Too early
What is your destination?

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Change bang

  • 1. Change bang Always ready for change www.gabimanole.ro
  • 2. It is everything in the news! 109766 results on Amazon.com
  • 3. Forecast: 75% chances to fail  A new study by Towers Watson has found that only 25% of change management initiatives are successful over the long term. While this may come as no shock – substantive change in organizations with entrenched cultures is always difficult – the study adds new data to an ongoing discussion.  Some highlights from the study, the 2013 Change and Communication ROI Survey, which involved 276 large and midsize organizations from North America, Europe and Asia:  Employers felt 55% of change management initiatives met initial objectives, but only 25% felt gains were sustained over time.  87% of respondents trained their managers to “manage change,” but only (a dismal) 22% felt the training was actually effective.  68% of senior managers said they’re “getting the message” about reasons for major organizational changes, but that figure falls to 53% for middle managers and 40% for front-line supervisors. FORBES
  • 4. Why?  to adapt to new customer  to adapt to new requirements  new owners of the company  new team members  more team members  change of technologies  invent something new  be ahead of competition  What happens if you don’t change?
  • 5. When?  Always  Never  At dinner or breakfast  Too late  Too early
  • 6. What is your destination?
  • 7. Change with the end in mind
  • 8. Change is very emotional
  • 9. Change is very rational
  • 10. Change management models  John Kotter - XLR8  ADKAR: Awareness, Desire, Knowledge, Adoption, Reinforcement  Kurt Lewin's: Unfreeze, Change, Freeze  Others that you might invent
  • 11. Lewin’s Model Unfreeze •Decrease strengths of old values, attitudes, behaviors •Decrease resisting forces against •Ensures people are ready for change Change •Execution of intended change •Involve people •Dispel rumors •Empower change Refreeze •Anchor changes into culture •Develop ways to sustain the change •CELEBRATE SUCCESS!
  • 14. Everything is the same  Identify the need  Sell it to the right people  Deploy the change  Make sure it lasts
  • 15. Change agents  The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts.  Malcolm Gladwell  Clear vision  Patient but persistent  Asks tough questions  Knowledgeable and leads by example  Strong relationships built on trust  Your change efforts is highly dependable on coalitions and change agents
  • 17. Resistance to change  Emotional resistance  Comfort zones  Loose of advantages  Loose of status quo
  • 18. The hard facts  Time, money, resource, profits  Abilities  Commitment of management
  • 19. The traps  Lack of communication  Not following the plan  Wrong destination  Not enough adopters  Not involving the people (failing to form a coalition)  Too complex changes  No short term results realized  Declaring the victory too soon  Change is not for the leadership only!
  • 20. Adaptive change  Redefine small steps on the road  Check acceptance over the road  Make small changes
  • 21. THANK YOU for ATTENTION! Visit www.gabimanole.ro to get the slides next week!

Editor's Notes

  1. Bibliografie http://www.strategy-business.com/article/8614?gko=988ad http://www.studylecturenotes.com/project-management/kurt-lewins-change-management-model-%E2%80%93-a-three-step-change-model http://www.change-management.com/Tutorial-ADKAR-series-1.htm
  2. to adapt to new customer to adapt to new requirements new owners of the company new team members more team members change of technologies invent something new be ahead of competition FINAL QUESTION: WHAT IS THE BENEFIT? Does the management support this? Does the team support this? What happens if you don’t change?
  3. Always: schimbarea e continua (dar nu se refera la orice) schimbari de produs, de tool-uri, de organizatie, de client Never: sometimes there is no need to change what is working fine At dinner or breakfast: some changes are needed and very easy to implement. Exemplu: schimbarea locurilor la birou Too late: Concluzie : Continuous improvement means continuous change
  4. change with a purpose change with the end in mind
  5. Better  cheaper faster nicer different with a purpose Communicate the vision: where the change will lead to
  6. Reasons for being emotional: My personal plans are ruined I get out of comfort zone I was not consulted Perceived LOSS OF CONTROL "I knew how to play by the old process rules, and I'm scared that I may not be as successful under the new process."  Not all are open to point their opinion
  7. http://georgecouros.ca/blog/archives/3615 http://study.com/academy/lesson/change-agent-definition-role-quiz.html
  8. Bancul cu podul construit de japonezi, americani si romani
  9. Allowing too much complexity • Failing to build a substantial coalition • Failing to understand the need for a clear vision • Failure to clearly communicate that vision • Permitting roadblocks against that vision • Not planning for short term results and not realising them • Declaring victory too soon • Failure to anchor changes in corporate culture
  10. there is no single model emotion is a very important part of the change being organized and tracking the goals