Sloan Workshop Learning

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Workshop to help all those going through Organisational restructuring

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Sloan Workshop Learning

  1. 1. Change Management Skills Workshop Helping organisations manage change
  2. 2. Agenda Overview Stakeholder Analysis Strategies Integrated Planning Questions? Change Management Skills Workshop organisations manage change13, 2006 July 2 Helping
  3. 3. Overview Change Management Skills Workshop organisations manage change13, 2006 July 3 Helping
  4. 4. What is Change Management? From Wikipedia.org Organizational change management is the process of developing a planned approach to change in an organization. Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology. Change Management Skills Workshop organisations manage change13, 2006 July 4 Helping
  5. 5. Transition Model Transition — The Personal Path Through Change : n Phase 1: Endings: Every transition begins with an ending, a loss. When things change, people leave behind the way things were — and the way they were in the previous situation. They may be left searching for a new way to define themselves. n Phase 2: The Neutral Zone The neutral zone is a confusing in-between state, when people are no longer who and where they were, but are not yet who and where they're going to be. Although the neutral zone can be distressing, it also provides many opportunities for creative transformation. n Phase 3: New Beginnings A new beginning can only happen after people have let go of the past and spent some time in the neutral zone. In this phase, people accept the reality of the change and start to identify with their new situation. Change Management Skills Workshop organisations manage change13, 2006 July 5 Helping
  6. 6. FUD F EAR U NCERTAINTY D OUBT Change Management Skills Workshop organisations manage change13, 2006 July 6 Helping
  7. 7. FUD – The Consequences The most talented and marketable resources will opt for more certain employment (with someone else) Turnover will be higher It will be difficult to attract new talent to the organization Personal productivity will be impacted Business as usual and transition work will get mixed up – loss of focus on both Lines of authority and job responsibilities will become blurred Communications will become reactive – countering misinformation The outside world will know about the FUD Change Management Skills Workshop organisations manage change13, 2006 July 7 Helping
  8. 8. FUD – The Strategy Acknowledge that not everything is known or decided If you don’t have the answer to the question, know how and when you will Know how everyone will be involved in the process of creating certainty Have a solid plan and demonstrate that you are following it to build confidence Counter balance FUD with visible competent leadership Change Management Skills Workshop organisations manage change13, 2006 July 8 Helping
  9. 9. The Planning Process Stakeholder Analysis 1. Develop Strategies 2. n Staffing Strategy n Communications Strategy n Change Management Strategy Develop Integrated Project Plan 3. Execute 4. Change Management Skills Workshop organisations manage change13, 2006 July 9 Helping
  10. 10. Stakeholder Analysis Change Management Skills Workshop organisations manage change13, 2006 July 10 Helping
  11. 11. Stakeholder Analysis Process 1. Identify Stakeholders 2. Analyze Needs and Wants 3. Identify Barriers to Change 4. Best Means for Communication 5. Ideas for Participation and Leveraging their Skills and Knowledge Change Management Skills Workshop organisations manage change13, 2006 July 11 Helping
  12. 12. Use a Simple Table Stakeholder Needs and Barriers to Best Ideas for Wants Change Means Participation Change Management Skills Workshop organisations manage change13, 2006 July 12 Helping
  13. 13. Merger Scenario You are the owner of a privately owned business in Halifax with a significant market share in the UK. You have worked out a deal with a French based company with products in the same sector (but not a competitor) to merge into a European wide public company. There are about 200 employees in each company. Your operations overlap in the UK and French markets, each with sales and distribution offices in Paris, London, and Frankfurt. Your primary assumptions for this merger are to increase market share for each product line while at the same time improving costs by consolidation of some assets and reduction in overheads. You expect some reduction in total staff at first but you anticipate that the new company will grow at a rate of at least 10% per year after the merger is complete. Change Management Skills Workshop organisations manage change13, 2006 July 13 Helping
  14. 14. Who are the Stakeholders? nExecutive Management nManagement nEmployees nCustomers nShareholders nDistributors nRetailers Change Management Skills Workshop organisations manage change13, 2006 July 14 Helping
  15. 15. Exercise One – Stakeholder Analysis For your assigned Stakeholder group complete the analysis: Analyze Needs and Wants 1. Identify Barriers to Change 2. Best Means for Communication 3. Ideas for Participation and Leveraging their 4. Skills and Knowledge Change Management Skills Workshop organisations manage change13, 2006 July 15 Helping
  16. 16. Strategies Change Management Skills Workshop organisations manage change13, 2006 July 16 Helping
  17. 17. Staffing Strategy Are there going to be jobs lost? If so, how many? How will you decide who gets the jobs in the new organization structure? Who will decide if I am going to get fired or not? When and how will I know what is going to happen to me? If I get to stay will my pay and benefits change? What happens if I get fired? How will I know that you are going to treat me fairly? Who do I go to if I have questions about my employment? Could my job be moving to another city? If so, will you help me move? How will you reduce the risk of constructive dismissal and legal challenges? Change Management Skills Workshop organisations manage change13, 2006 July 17 Helping
  18. 18. Communications Strategy Why is this happening? What are the benefits that you hope to achieve? Where can I go to find out more information about the changes? What means will you be using to communicate this to all the stakeholders? What are the key messages that everyone needs to know by heart? When and how often will you be providing more information? What role will leaders play in the communications plan? How will stakeholder feedback be gathered? How will the effectiveness of your communications be measured? What protocol will be used with external media? Change Management Skills Workshop organisations manage change13, 2006 July 18 Helping
  19. 19. Change Management Strategy How will you come up with the new organization structure? How are you going to figure out what changes will be made to our business processes? What resources (financial and human) will be required to do the transition work? How will I keep day to day operations humming while all this is going on? What expertise will I need that I don’t have to carry out the transition? Which systems will we be using to run the organization going forward? How will you help me to learn the skills I need to do my new job? Who will be training me? When will I stop doing my current job and move into my new role? How can I learn more about the overall changes that are occurring? Will I get a chance to participate in the development of the new roles and processes? Change Management Skills Workshop organisations manage change13, 2006 July 19 Helping
  20. 20. Exercise Two – Developing Strategies Group 1: Staffing Strategy – Come up with a Strategy for how jobs will be filled in the resulting organization n Come up with alternatives n Pick the one that makes the most sense for the scenario Group 2: Communications Strategy – Develop 2 Key Messages n Come up with what you think will be the most frequently asked questions n Choose 2 and develop key messages for each Group 3: Change Management Strategy – Come up with a strategy to determine the location(s) of Head Office functions for the combined organization n Come up with alternatives n Pick the one that makes the most sense Change Management Skills Workshop organisations manage change13, 2006 July 20 Helping
  21. 21. Integrated Planning Change Management Skills Workshop organisations manage change13, 2006 July 21 Helping
  22. 22. Integrated Planning Why integrated planning? n Systems facilitate communications n Communications facilitate participation n Participation enhances training n Business processes, systems and job descriptions are intertwined n External stakeholders will notice as soon as the left and right hands are not acting together Change Management Skills Workshop organisations manage change13, 2006 July 22 Helping
  23. 23. Achieving Integrated Planning n Have a cross company Executive Steering committee n Have a dedicated Project Team to lead the transition n Provide project management support to management through the dedicated project team n Have HR and Communications as key members of the Executive Steering Committee and the Project Team n Identify milestones and key indicators and report on them regularly Change Management Skills Workshop organisations manage change13, 2006 July 23 Helping
  24. 24. Questions? Change Management Skills Workshop organisations manage change13, 2006 July 24 Helping
  25. 25. Thank You Helping organisations manage change

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