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Orbitz Change Ppt


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How do we change? This is presentation on new approaches to change management in an agile enviroment where change is rapid. This also addresses change when "devops" organizational designs are emerging.

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Orbitz Change Ppt

  1. 1. Orbitz Idea Day Change, Agility and Appreciation Dan Wiseman Wiseman Consulting and Training, Inc. [email_address]
  2. 3. Dan’s Background <ul><li>37 years as Org. Effectiveness Professional. 10 years at own firm. 7 Years at UAL doing global OD. 4 Years at American Productivity/Quality Center. </li></ul><ul><li>Clients have included Many Fortune 500 companies, 5 state libraries, 6 university libraries, 50 libraries in 7 states, and 10 library systems. </li></ul><ul><li>BS Purdue, MS and Ph. D (ABD) Indiana University </li></ul><ul><li>Adjunct instructor at Dominican GSLIS (Leadership Development) and Illinois Institute of Art (Psychology) </li></ul><ul><li>Primary focus change, leadership, coaching, performance improvement, learning & conflict </li></ul><ul><li>My approach have fun, provoke and energize, get things going, show what’s possible </li></ul>
  3. 4. Your Experience at Orbitz <ul><li>What’s working at Orbitz-What holds things together? </li></ul><ul><li>Who has been on a great change project? </li></ul><ul><li>Who has been punished for doing the right thing? </li></ul><ul><li>Who are early adopters or initiated a change project? </li></ul><ul><li>Who has been part of “gorilla” or organic change effort? </li></ul><ul><li>Who has done malicious compliance-you want me to do what? </li></ul><ul><li>How is change different in a knowledge and innovation based organization than a manufacturing organization? </li></ul>
  4. 6. How Motivated to Change Are We ?
  5. 7. Our Competencies
  6. 8. Look a Little Fishy?
  7. 10. Change-What It Takes False Starts Resources Incentives Skills Direction Frustration and Anger Action Plans Incentives Skills Direction Back Sliding Action Plans Resources Skills Direction Fear and Anxiety Action Plans Resources Incentives Direction Confusion and Conflicts Action Plans Resources Incentives Skills How to Tell If Missing Action Plans Stakeholders Know What to Do (Communication) Adequate Resources- Time, Talent, Technology, Tools Incentives: Effective Reinforcers Consequences Appropriate Skills: Leadership Functional Process Mission, Vision, Values, & Direction Are Clear
  8. 11. <ul><li>Why Do People Resist Change ? </li></ul><ul><li>It's easier to keep things the same </li></ul><ul><li>We don't want to lose control </li></ul><ul><li>We fear the unknown </li></ul><ul><li>We have had some &quot;bad&quot; surprises in the past </li></ul><ul><li>We don't want to look bad or incompetent </li></ul><ul><li>There are no rewards for changing </li></ul><ul><li>What we are doing now works </li></ul>
  9. 12. Approaches to Change <ul><li>Leader Driven (Obey or else) </li></ul><ul><li>Expert Driven (Who are these people?) </li></ul><ul><li>Team Driven (Sign up now and avoid the rush) </li></ul><ul><li>Change Management (Let the campaign begin) </li></ul><ul><li>Real Time Systemic Change (Sustainable, Agile, and Engaging-uses elements of all above) </li></ul>
  10. 13. The Agile Organization <ul><li>Clear and dynamic picture of customer expectations </li></ul><ul><li>High levels of trust </li></ul><ul><li>Decision making shifted to lowest levels of competancy </li></ul><ul><li>Robust Feedback Process </li></ul><ul><li>Constant improvement and innovation </li></ul><ul><li>Fail Fast (experiments, pilots projects, testing) </li></ul><ul><li>Live with ambiguity </li></ul><ul><li>Open sharing of information </li></ul><ul><li>Collaboration and cross-functionality valued </li></ul><ul><li>Amnesty for the past (let go) </li></ul><ul><li>Good at exchanges and handoffs </li></ul><ul><li>Clear priorities and overall direction </li></ul><ul><li>Design specifications clear </li></ul><ul><li>Knowledge based hierarchy </li></ul><ul><li>Resources flow to high value projects and priorities </li></ul><ul><li>Regular sunsetting of processes and projects </li></ul>
  11. 14. <ul><li>Empowerment Prerequisites </li></ul><ul><li>Information on organizational direction/priorities, performance levels in relation to goals, and customer expectations </li></ul><ul><li>Resources such as time, talent, tools, and training required to perform the tasks of the work group. </li></ul><ul><li>Authority level clarity on who makes decisions and escalation paths when things are conflicted </li></ul><ul><li>Accountability for goals and results with clear linkages to rewards and consequences </li></ul>
  12. 15. Levels of Change Brand /Professional Paradigms Mission, Vision, Values Strategy, Key Priorities, Plans Systems (HR, IT, Product Development, Facilities) Operational Processes and Product Delivery Behavior Alignment
  13. 16. Appreciative Inquiry (David Cooperrider) <ul><li>What we focus on becomes our reality </li></ul><ul><li>Reality is created in the moment and there are multiple realities </li></ul><ul><li>In every situation something is working </li></ul><ul><li>We are more confident moving into the future when we know we have succeeded in the past </li></ul><ul><li>Our words and conversations create realities </li></ul>