This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Presentation describes how to recognize resistance to change and barriers to change. How to increase receptivity to change and how different generations view change. Ends with John Kotter's process of creating major change.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Presentation describes how to recognize resistance to change and barriers to change. How to increase receptivity to change and how different generations view change. Ends with John Kotter's process of creating major change.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Similar to 141212 brochure change management for hp (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Modern Database Management 12th Global Edition by Hoffer solution manual.docx
141212 brochure change management for hp
1. “Leading the people side of change”-
an introduction to our services
Dr. Stefan Fries change factory GmbH | Im Alten Fruchthof | Gotzinger Straße 52b | 81371 München
Fon +49 (0) 89 / 76 73 66 - 0 | Fax +49 (0) 89 / 76 73 66 - 100 | info@change-factory.de | www.change-factory.de
2. Our approach to change management
As “changers" we act as the guys with brooms in curling
Our job: what we do …
We analyze the dents and bumps in your road
to success (pushbacks etc.) and reduce them.
We support you with individual measures and
take over the fine-tuning.
We put the right communicative spin on your
measures.
We give you feedback on the impacts that can
be valuable input for your next pitch.
Your job: what you do…
You will identify your goals and define your
strategy.
You will initialize the changes (“throw the curl")
and put your energy into it.
You will set a good example by assuming a
visible and active part in the change process.
Brochure Change Management 2
3. Our approach to change management:
We facilitate the design and implementation of change processes,
focusing on:
Strategy:
Developing a vision
Developing a mission
Setting objectives
Structure
Fusion
Restructuring
Employee and Leadership development structures
Wage and incentive-structures
Processes:
Process management and reengineering
E-Business
Project management
Knowledge management
Innovations management
Quality management (EFQM, CVP, etc.)
Skills & behavior
Team integration & development
Leadership development
Human resources development
Developing Competence profiles
Customer/ Service Orientation
Tools and instruments
KPI / Balanced Scorecard
Controlling
IT-System Roll-out: SAP
Customer/ employee survey
Identity and values
Cultural Change
Developing corporate principles, leadership principles,
and employee principles
Large group interventions
Post Merger Integration
Brochure Change Management 3
4. Our approach to change management:
We can serve as fire fighter, process partner or architect
As needed support for changes
cf as service provider as
needed; often times last-minute
change
management support
Business transformation
cf acts as an architect to
build with you the business
transformation of your
company, in particular the
people side
Change management
as sub-project
cf supports or manages
the sub-project “change
management“ within a
larger change project
Fire Fighters Process Partner Architect
Brochure Change Management 4
5. Our approach to change management
Change management as part of a success formula
Module 1: Leadership Alignment Module 2: Communication Module 3: Training
Goal: Commitment of high-level
executives
Integration in the change project
planning process
Establishment of a broad leadership
coalition
Successful
Program
Goal: Attention on and appreciation of the
changes
Across projects
Appropriate to the situation
Target-group-specific
Sustainable Change
Goal: Qualification of those affected
Offer trainings for the new roles,
processes and systems
Reflection on the new roles
= x x Mature content
Management
Efficient
Program
Organization
Module 5: Monitoring
Module 4: Mobilization
Goal: Collaboration of those involved in
the project
Common approach and commitment to
the overall program
Optimal cooperation
Mandatory adherence to joint decisions
Goal: Attitude and behavior of the people
affected
Participation of all involved parties
Adjusting behavior to the modified
roles, processes, tasks and systems
Fostering the commitment to the
change process
Goal: Regular adjustment based on the
current status
Evaluation of change readiness,
progress and impact
Feedback for decision makers
Recommendations for adjustments
Brochure Change Management 5
6. Our approach to change management
We start by analyzing the change impact of your project
Structured interviews for a picture of the
change seen by the different stakeholders
(Change Management Assessments - CMA)
Analysis Planning Implementation Monitoring
Stakeholder Map
Extrapolation of
people and groups
of people who need
to be involved
Drivers & Barriers
Focus on greatest
barriers and
supporting factors
Change
Requirements
Clarity about
necessary changes
in behavior and
mindset of
associated people
Change Management Assessment für _________________________________
Thema / Frage Ihre Notizen
Beschreibung der Zielgruppe
Anzahl der Mitarbeiter: Priorität (A-C):
Welche Veränderungen werden durch
das Projekt ausgelöst?
(für diese Zielgruppe)
Was sind kritische Erfolgsfaktoren bei
der Umsetzung der Veränderungen?
(für diese Zielgruppe)
Wurden bereits Veränderungs-maßnahmen
für diese Zielgruppe
durchgeführt?
Wie ist der aktuelle Wissensstand
dieser Zielgruppe?
Was könnten geeignete
Veränderungsmaßnahmen
für diese Zielgruppe sein?
Die Blocker
Die Verbündeten
Linienmanagers
2
Angestellte in Linien-Funktionen
Zentrale
Recruiting
Manager
Lokale
Recruiting
Manager
3
1
Die Irritierten Die Freundlichen
Einsicht und niedrig Initiative zum Veränderungsprogramm hoch
Einfluss auf andere niedrig hoch
Hemmende Kräfte / Veränderungsbarrieren
Was sind hemmende Kräfte für diese Zielgruppe?
Festgefügte Verhaltensnormen
Überlastung der Mitarbeiter
Schlechte Erfahrung mit früheren
Veränderungsprojekten
Angst, Fehler zu machen
Mangelndes Vertrauen in das
Top-Management
Kaum Erfahrung mit Feedback
Welches neue Selbstbild ist für die Zielgruppe
notwendig?
Welche Werte und Einstellungen sind
dafür notwendig?
Welche neuen Fähigkeiten soll die Zielgruppe
besitzen?
Welches konkrete Verhalten soll in Zukunft
gezeigt werden?
Was werden die Umfeldveränderungen
für die Zielgruppe sein?
Treibende Kräfte / Veränderungstreiber
Was sind die treibenden Kräfte für diese
Zielgruppe?
Veränderungsdruck von den Kunden
Einbeziehung der Mitarbeiter
von Anfang an
Klare Projektdefinition und eindeutige
Aufgabenzuteilung
Breite Akzeptanz der Projektteammitglieder im
ganzen Unternehmen
Erste, symbolträchtige Erfolge in einem Bereich
HARD FACTS SOFT FACTS
Vision,
Ziele,
Identität
Kulturelle
Identität
Strategie
Werte
Werte,
Normen,
Leitlinien
Produkte,
Leistungen
Einstellungen
Fähigkeiten
Wissen,
Fähig-keiten
Struktur,
Prozesse,
Schnittstellen
Verhalten
Tools,
Systeme,
Verhalten
Umfeld
Messgrößen
Brochure Change Management 6
7. Our approach to change management
In particular we assess the necessary soft facts changes
Analysis Planning Implementation Monitoring
HARD FACTS SOFT FACTS
Identity
Values,
Beliefs
“Which basic attitude is necessary for a spirited
Knowledge,
Skills
Vision,
Goals,
Strategy
Products,
Services
Structure,
Processes,
Interfaces
Tools,
Systems,
Parameters
Behavior
and successful strategy & organization?“
"What are the guidelines for our
cooperation so that the new structure
can develop effectively?“
"Which skills do we need for the
successful implementation of
these new processes?"
“How will the new structure
affect our leadership?“
"Which behavior shall
characterize our
cooperation?"
Example of a reorganization
New strategic alignment using
a new strategy map
New customer segmentation
New organization with different
roles/ responsibilities
New processes with interface
agreements
New IT-systems in
accounting
New KPIs
Brochure Change Management 7
8. Our approach to change management
The analysis provides a clear picture of the change success factors
Analysis Planning Implementation Monitoring
Broad,
visible
leadership
coalition &
ownership
Attractive &
comprehensible
vision of change
Anchoring
in culture
Empowering
for
broad-based
action
Powerful
communication
"Mature“
contents
Sense of
urgency
Credible
short-term
wins
Perseverance
in execution
Brochure Change Management 8
9. Our approach to change management
We design a change master plan based on the analysis results
Analysis Planning Implementation Monitoring
The analysis tools are used to identify and
define target-group-specific ideas for change
measures. All necessary and affordable
measures are organized chronologically and
logically in the Change Management Master
Plan before being synchronized with the
project plan (if existing).
The master plan offers an overview of all
necessary change management
interventions. It is also used for the planning
of the necessary resources and for the
organization of change measures.
It generally differentiates between the
following working streams: project content,
leadership alignment, communication &
mobilization, training and monitoring.
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Requirements
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
Monitoring
Launch date
LA
Concept Inst. Prod
product sales
Custom/Config Documentation Test MultiTrainings
Trainings
Inst./Config.
2 3 2
Moderated
debate II
Multiplier
Workshop
1
One-on-one
interviews)
Moderated
debate III
(Lessons
Learned)
Info event
for heads of divisions
Team- 5 4
workshop
11
Go Live Annoucement
10
Roadshow Presentation
Design 7
Info on the status in deptartments
Newsletter or Article in ZD-Info Short Newsletter II
Change Barometer 1
14
Team workshop:
Lessons
Learned
4
9
Article in ZD-Info
9
8
documentation
(FAQ, argumenter,
articles)
6
8
Update Intranet
13
Trainings
12
Multiplier-TtT
Change Barometer 2 Change Barometer 3
Stakeholder
Change
Success Factors
Drivers & Barriers
Brochure Change Management 9
10. Our approach to change management
The change master plan
Example of the introduction of an IT solution Analysis Planning Implementation Monitoring
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
Monitoring
Launch date
LA
Concept Inst. Prod
product sales
Custom/Config Documentation Test MultiTrainings
Trainings
Inst./Config.
2 3 2
Moderated
debate II
Multiplier
Workshop
1
One-on-one
interviews)
Moderated
debate III
(Lessons
Learned)
Info event
for heads of divisions
Team- 5 4
workshop
11
Go Live Annoucement
10
Roadshow Presentation
Design 7
Info on the status in deptartments
Newsletter or Article in ZD-Info Short Newsletter II
Change Barometer 1
14
Team workshop:
Lessons
Learned
4
9
Article in ZD-Info
9
8
documentation
(FAQ, argumenter,
articles)
6
8
Update Intranet
13
Trainings
12
Multiplier-TtT
Change Barometer 2 Change Barometer 3
Brochure Change Management 10
11. Our approach to change management
We use different change management activities in implementation
Analysis Planning Implementation Monitoring
Information Dialogue and Mobilization Support and Enabling
Deliver knowledge and provide
orientation
Reduce uncertainty
Meet the needs of the relevant target
groups
Create trust and understanding
Enable all affected: approach, tools,
methods
Inform employees via classical media and
interactive platforms
Interactive dialogue with the affected
people
Train all people affected, in particular the
managers for effective leadership during
implementation
Information Push Dialogue Events Trainings
Newspapers/Billboards/Posters
Information brochures, flyers
E-Mail newsletters
Intranet Site
Podcasts, Blogs, Twitter Wall
Simpleshow Videos
„Guerilla Marketing“ activities
Workshop/ conference for executives
Roadshows
Dialogue forum with employees
Large group events
Section, department and team
meetings with employees
"Straight Talk-Sessions„
Boot camp or train-the-trainer (TtT) for
multipliers or other change agents
Change trainings for leaders
Communication packages, incl. "Talk-
Sheets" for executives
Sparring for decision makers
Classical and blended trainings
Brochure Change Management 11
12. Our approach to change management
We monitor in particular the “soft“ aspects of change
Analysis Planning Implementation Monitoring
Change Readiness Change Progress Change Success
Can we start with the change process? Where are we in the change process? Is the change process effective?
Preconditions, for example Examples: Examples:
Management Commitment in the
affected units
Maturity of the project concepts
Definition of change mgt. activities as
part of the project concept
Enabling of change agents
Change status
Implementation of CM measures
Employees reached by CM measures
implementation
Results achieved, need for action
Implementation of the new processes,
systems, structures …
Identification with the change
process/contents
Cost-benefit ratio
Quick Polls/Surveys
Interviews
Workshop Results
Interventionsebenen 01/08 02/08 03/08 04/08 05/08 06/08 07/08 08/08 09/08 10/08 11/08 12/08
Projektmeilensteine
Change Management
Meilensteine
Change Monitoring
Leadership Alignment
Mobilisierung
und
Partizipation
Experten-teams
FB über-greifend
Kommunikation
Qualifizierung
Vorbereitung BK-Klausuren BK Klausuren
Baukastensteuerkreis
Fachbereich Zielvereinbarung Baukasten Nutzungskonzept Fachbereiche/Produktlinien
Kick-off Change Team/Projektteam
ggf. Vorber. BK-Klausuren
Vorbereitung und Durchführung der Change Management Assessments (CMA)
Projektstatusbericht
Freigabe CM Gesamtkonzept
Freigabe Change Monitoring
Update CM-Detailplanung
Präsentation Change Status in Baukastensteuerkreis
Konzeption 1. Change Monitor (Basis CMA) Update Change Monitor (Basis MA Befragung)
Stakeholder (Change Impact Analyse und Change Detailplanung
Readiness Check: Basis BK-Klausuren)
OFK Tag "Straight Talk" mit Vorstand
Statusberichte der Expertenteams in Ex-Kreisen
BK Freigabe mit OFK
Zielvereinbarungen Baukasten mit OFK
Buy-in der Expertenteams als Multiplikatoren (inkl. evtl. Teamentwicklung)
Konzeption, Enabling Multiplikatorenauftaktkonferenz
Multipl. Toolkit
Buy-in ausgew. MFK/AFK als Multiplikatoren
Update
Change Monitor
Update
Change Monitor
Steuerung und Erfahrungsaustausch Multiplikatoren
Zielvereinbarungsgespräche MFK, AKF, MA
Set up/ Vernetzung E³-Projekte bzw. E³-Ex-Steuerkreis
Set up/ Vernetzung Ex-Bereichsentwicklung, ES-13 und PM-32/PM-2
Set up/ Vernetzung Prozessstellen (Ex-12)
ggf. Konzeption und Aktualisierung Intranetauftritt
Entwicklung Kernbotschaften
Vorstandsbrief "Baukästen und ihre Bedeutung für BMW"
Plakat: Kernbotschaften Baukästen Artikel BMW-Zeitung
Flyer "Erfolgsstories"
Newsletter Baukästen ggf. E³-Projekte gesamthaft
Forumsveranstaltung E³ Forumsveranstaltung Baukästen
ggf. Q-Bedarfsanalyse, Q-Planung, Q-Durchführung
Quest ions on the percept ion of CHANGE within the organizat ion
1.
In my opinion, the GDSA management supports
CHANGE.
2.
In my opinion, managers in my w orking
environment support CHANGE.
3.
There is a suf f icient number of mult ipliers for
CHANGE (e.g. key user) at GDSA.
4.
All members of the project team st rongly
ident ify w ith the targets and contents of
CHANGE.
5.
At GDSA there is an overall commitment to the
scheduled changes.
6.
In my opinion, all employees at GDSA are
suf f icient ly informed about CHANGE.
Brochure Change Management 12
14. A project example
The initial situation
The initial
situation:
The trading subsidiary of a manufacturer of capital goods is planning the introduction of a new pricing tool
covering a wide range of process changes inculding everything from end customer contact to incoming
orders. All activities are combined in the project “Pricing“. The go-live is planned for the summer of 2012.
Currently content concepts are being prepared and a IT tool is being developed. Almost all employees in the
sales areas of all branches in Germany will be affected.
Out approach
and procedure:
Dec 13, 11 Kickoff-Workshop with the core project team
Common understanding of the challenges and the gained experiences
Identification of the important persons and groups that are involved/affected (Stakeholder Map)
Definition of a strategy for further Change Management Assessments
Planning of immediate Change Management activities for the pilot projects
1
Jan. 04.-31,
12
Change Management Assessments (CMA)
24 interviews with selected stakeholders and representatives from affected groups: perceived impact
of the changes as well as commenting on planned activities
2
Feb. 01.-06,
12
Evaluation of the CMAs
Analysis of the perceived barriers and potential success factors of those affected (sales reps, branch
managers, back office people, pilot project participants)
Proposals for Change Management activities for a large-scale rollout
3
Feb 08, 12 Workshop with the project team and key stakeholders
Presentation of the results from the Change Management Assessments
Evaluation of the change situation
Focus on the biggest barriers and success factors
Common understanding and clarity on the necessary changes of behavior and mindset of the
involved parties
Discussion/ Selection of Change Management activities
Design master plan for rollout (version 1.0)
4
Brochure Change Management 14
15. A project example
The most important change barriers
Barriers Possible measures
Low acceptance by branch managers
Run target agreement with each branch leader
Conduct central opening events
Leverage change agents from pilot projects
Branch managers are not prepared for a
new leadership style
Offer best practices from pilot projects for the management process
(evaluating, tracking, monitoring, motivating, ...)
Write manual how to utilize the pricing tool in different market situations
IT projects generally have a negative
connotation
Show strong willingness and perseverance to change
Provide optimal information flow
Deliver quick response to questions & problems
Involved parties are afraid of being
patronized
Stress that price delivered by pricing tool is not binding
Reinforce that tool delivers a price range and sales reps have the last word
High scepticism regarding the value of
the tool
Tell the truth about the system maturity: data quality not yet at 100%
Give many examples to make data processing transparent
Secure resources to respond to inquiries and problem reports
Provide ongoing information on updates
Those affected are not yet working much
with IT
Have in some branches a „warm-up project“ w. paperless office and make a
readiness-check prior to project start
Brochure Change Management 15
16. A project example
A rollout in several waves
Pilots 1. Wave 2. Wave 3. Wave
Time
Until end of 01.05. 01.06. 01.07.
April 2012
Pilot phase at
3 branches
Testing the system
Lessons learned
Selection of change
agents for the first
phase
1st phase with
6 further branches
Testing the system
Lessons learned
Selection of change
agents for the first
phase
2nd phase
with an additional
12 branches
Employ change
agents from the first
phase
3rd phase with
holding companies
Employ change
agents from the first
phase
Branches
Gone Live
3 9 21 24
Brochure Change Management 16
17. A project example
Change management master plan rollout pricing
Q1/2012 Q2/2012 Q3/2012
Feb March Apr May June July Aug Sep
Project
Milestones
CM Planning &
Management
Leader-ship
Align-ment
Top
Manage-ment
Product
Manage-ment
Mobilzation at
Branches
General
Communication
„Readiness“ check
Reporting prepared 2nd wave
R&R defined
Release of CM
master plan
1st wave „Readiness“ check
Creation of communication
package
Workshop Pricing
Strategy
Alignment w. board
1st wave: 6 branches
2nd wave: Rest of the trade organization (at least 12 branches)
User support (hotline,..)
„Readiness“ check
3rd wave
Status reports
Management meetings at
each branch 1.wave
2nd wave of
branches
3thrd wave of
branches
Basic information on the intranet
Select change agents for 1st phase
Central opening event w.
branch manager 1s.wave
Target agreement w. branch managers 1.wave
1. Newsletter
with simpleshow
video
FAQ
3rd wave: Holding companies
1st Change
Monitor
2nd
Newsletter
Best practice
sharing
Department events at
each branch 1.wave
1st wave
Brochure Change Management 17
19. change factory at a glance
Us in “a nutshell”
change factory is the partner-driven company for “leading the people side of change“.
We are focused on business areas:
– leadership development: for all levels, strategically focused, effective over the long-term.
– change management consulting: from kick-off to change “architecture”, to mobilizing employees,
communications planning and follow-through, to qualification.
Our capabilities are a product of the collective skills and experiences of our team of approximately 30
international colleagues. We offer pragmatic, implementable solutions, and we accompany the projects through
the successful completion of the implementation.
Our headquarters are in Munich, but our work for our clients takes us all over the world: for companies both large
and small, within all industries.
For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven
elements and metrics) with the right soft factors (psychological, political, social). Our holistic approach is the basis
for our mission:
We ensure that our clients focus on the right changes, and that these are effectively implemented.
In doing so, we prepare people and organizations for success in the future.
Brochure Change Management 19
20. change factory at a glance
We have broad experience in change projects
Some examples
Project Customer Time frame
Provide support for acceptance management in a company-wide
IT transformation
Public
Research Facility 2011
Provide support for a world-wide reorganization Automotive Supplier 2011
Provide support for the cultural integration of two merging
corporate divisions
Utility 2009
Provide change support for a world-wide project on the
introduction of optimized processes and standardized IT
Global
Technology Group
2008
Provide change support for the introduction of a competency
management
Automotive Supplier
2007 – 2008
Provide change support for the introduction of SAP as the basis
for process harmonization worldwide
Oil Company 2006 – 2007
Provide change management support including communication
for the introduction of a new pricing strategy
Steel Retail 2012
Brochure Change Management 20