This PowerPoint presentation introduces The Change Leader’s Roadmap – a hosted, web based resource presented by Being First, providing hands-on pragmatic guidance and tools for strategic change strategy development and implementation.
The document outlines a people change management process with 5 phases: 1) Prepare for Change, 2) Initiate Change, 3) Plan for Change, 4) Manage the Change, and 5) Reinforce the Change. Each phase contains key deliverables and activities to guide the process from defining the project through celebrating and communicating outcomes. The overall process helps organizations effectively transition people through changes from the current state to the future state.
The document provides biographical information about architect Balkrishna Vithaldas Doshi. It details that he was born in 1927 in Pune, India and received his bachelor's degree from J.J. School of Art in 1950. He then worked for four years with Le Corbusier in Paris. In 1956 he established his own private practice called Vastu-Shilpa in Ahmedabad. Some of his notable works include the Aranya Low-Cost Housing Township in Indore and the National Institute of Fashion Technology campus in New Delhi. Doshi's architecture is influenced by traditional Indian concepts and provides flexible, community-oriented designs.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
This document summarizes a presentation on implementation planning. It discusses the four stages of implementation planning: plan, diffuse, adopt and stabilize, and institutionalize. It also identifies common reasons why implementations fail such as lack of resources, communication, accountability and support. The presentation provides tools to help participants effectively plan implementations and addresses key factors like resources, communication, feedback and evaluation that drive implementation success.
This document proposes a considered approach to resolving failings in how the US Federal Government defines, selects, manages, and monitors IT investments. It advocates for integrating critical processes like business management, program management, acquisition, and budgeting. This could be achieved through consistent application of resources and data across the entire technology lifecycle. Program management is identified as central to integrating requirements management, scope management, resource monitoring, and user feedback management.
Bill McKendree shared his view on the essential role HR leaders must play to enable greater creativity at all levels and examples from his work with many diverse companies.
The document outlines a people change management process with 5 phases: 1) Prepare for Change, 2) Initiate Change, 3) Plan for Change, 4) Manage the Change, and 5) Reinforce the Change. Each phase contains key deliverables and activities to guide the process from defining the project through celebrating and communicating outcomes. The overall process helps organizations effectively transition people through changes from the current state to the future state.
The document provides biographical information about architect Balkrishna Vithaldas Doshi. It details that he was born in 1927 in Pune, India and received his bachelor's degree from J.J. School of Art in 1950. He then worked for four years with Le Corbusier in Paris. In 1956 he established his own private practice called Vastu-Shilpa in Ahmedabad. Some of his notable works include the Aranya Low-Cost Housing Township in Indore and the National Institute of Fashion Technology campus in New Delhi. Doshi's architecture is influenced by traditional Indian concepts and provides flexible, community-oriented designs.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
This document summarizes a presentation on implementation planning. It discusses the four stages of implementation planning: plan, diffuse, adopt and stabilize, and institutionalize. It also identifies common reasons why implementations fail such as lack of resources, communication, accountability and support. The presentation provides tools to help participants effectively plan implementations and addresses key factors like resources, communication, feedback and evaluation that drive implementation success.
This document proposes a considered approach to resolving failings in how the US Federal Government defines, selects, manages, and monitors IT investments. It advocates for integrating critical processes like business management, program management, acquisition, and budgeting. This could be achieved through consistent application of resources and data across the entire technology lifecycle. Program management is identified as central to integrating requirements management, scope management, resource monitoring, and user feedback management.
Bill McKendree shared his view on the essential role HR leaders must play to enable greater creativity at all levels and examples from his work with many diverse companies.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
AssentWorks - Innovations in InnovationAssentWorks
While the stream of technology innovations in manufacturing is constantly growing, the processes driving innovation within most organizations is often outdated and restrictive. This disconnect regarding innovation governance allows new competitors to climb to the top of the industry, while less agile organizations fall into obsolescence. Michael will discuss the concepts and cultures behind Fabrication labs and Makerspaces that are having profound impacts on corporate competitiveness, intellectual property management and manufacturing process. Highlighting his own experiences operating both corporate and non-profit facilities, Michael will identify the critical topics that your organization should address to make the most of these innovation enablers.
This document discusses regionalism and economic development in Northeast Ohio. It makes several key points:
1) Regions are responding to globalization by developing stronger alliances and innovation is becoming a focus of economic development policy.
2) Northeast Ohio missed an opportunity to participate in an innovative federal program over 20 years ago.
3) Educational attainment is a key driver of regional prosperity but there is little focus on this issue in Northeast Ohio.
4) Strategic doing is about quickly converting ideas into action through alignment and collaboration between organizations in a region.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
Agile and lean product development the fundamentalsRussell Pannone
The document discusses delivering value early and often through agile development practices to gain competitive advantages. It emphasizes cross-functional collaboration, continuous delivery of working software increments, early defect discovery, eliminating waste, and frequent feedback to improve. The goal is satisfying customers through adaptive teams that can sustain a constant development pace.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
SETsquared is a business acceleration program formed in 2003 between 5 UK universities to help develop high-growth technology companies. It provides services like business planning, management training, and securing financing. Several companies it has helped have gone on to raise multiple rounds of funding and secure contracts with major corporations. SETsquared also runs programs to prepare companies for investor readiness and offers entrepreneurial internships between researchers and companies.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They involve sensing opportunities and threats, seizing resources to pursue opportunities, and transforming the firm through new strategies and business models. Dynamic capabilities are more difficult to develop than ordinary capabilities involved in day-to-day operations, but are also more inimitable and provide sustained competitive advantage. Government policy needs dynamic capabilities to shape markets and address grand challenges through experimentation rather than just fixing market failures.
The document discusses the operations function within organizations. It defines operations as the agency responsible for carrying out principal planning and operating functions. Operations involves transforming organizational inputs like resources, facilities, technologies, and materials into outputs like goods and services. Key roles of operations managers include bridging strategic planning and tactical implementation. Operations performance objectives include minimizing costs while achieving quality, speed, dependability, and flexibility. The document concludes that a well-defined operations function provides strategic planning, tactical execution, communications, quality management, human capital planning, and ensures compliance to help organizations achieve performance objectives.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Sente Ventures Incubation Process Overview (English)Serhat Cicekoglu
The incubation process has three key phases:
1) An application and evaluation phase where a select few start-ups are chosen to participate every three months based on university strengths and clear expectations.
2) An intensive incubation phase focused on training, business model evaluation, and customer development planning to prepare for pitching to investors.
3) A customer development and funding phase where concepts are tested, operational execution occurs, and a pitch is made to investors for the opportunity to receive $25,000 in seed funding. Failed firms can reapply after one year.
The document discusses change management and outlines an 8-step process for continuous process improvement. It identifies common cultural types in organizations and how they can present barriers to change. The document also examines the characteristics of successful and unsuccessful change initiatives, barriers to change, and elements needed to successfully implement change.
i-nexus is a leading provider of business execution software. The document discusses how i-nexus helps companies improve execution through its suite that integrates goal management, program management, and performance management. It provides examples of how i-nexus clients have seen benefits like 5-10% revenue growth and 40% reduced project times. The software allows companies to cascade goals, plan and track actions, and monitor performance to help transform strategies into results.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The document discusses the importance of integrating both project management and change management processes to successfully implement changes. It provides an overview of the technical and people-focused aspects of managing change, and outlines frameworks and tools for assessing change readiness, developing change implementation plans, and reinforcing changes throughout the change management cycle. The goal is to partner business and HR leaders to address both the technical and human elements of change planning and implementation.
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
AssentWorks - Innovations in InnovationAssentWorks
While the stream of technology innovations in manufacturing is constantly growing, the processes driving innovation within most organizations is often outdated and restrictive. This disconnect regarding innovation governance allows new competitors to climb to the top of the industry, while less agile organizations fall into obsolescence. Michael will discuss the concepts and cultures behind Fabrication labs and Makerspaces that are having profound impacts on corporate competitiveness, intellectual property management and manufacturing process. Highlighting his own experiences operating both corporate and non-profit facilities, Michael will identify the critical topics that your organization should address to make the most of these innovation enablers.
This document discusses regionalism and economic development in Northeast Ohio. It makes several key points:
1) Regions are responding to globalization by developing stronger alliances and innovation is becoming a focus of economic development policy.
2) Northeast Ohio missed an opportunity to participate in an innovative federal program over 20 years ago.
3) Educational attainment is a key driver of regional prosperity but there is little focus on this issue in Northeast Ohio.
4) Strategic doing is about quickly converting ideas into action through alignment and collaboration between organizations in a region.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
Agile and lean product development the fundamentalsRussell Pannone
The document discusses delivering value early and often through agile development practices to gain competitive advantages. It emphasizes cross-functional collaboration, continuous delivery of working software increments, early defect discovery, eliminating waste, and frequent feedback to improve. The goal is satisfying customers through adaptive teams that can sustain a constant development pace.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
SETsquared is a business acceleration program formed in 2003 between 5 UK universities to help develop high-growth technology companies. It provides services like business planning, management training, and securing financing. Several companies it has helped have gone on to raise multiple rounds of funding and secure contracts with major corporations. SETsquared also runs programs to prepare companies for investor readiness and offers entrepreneurial internships between researchers and companies.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They involve sensing opportunities and threats, seizing resources to pursue opportunities, and transforming the firm through new strategies and business models. Dynamic capabilities are more difficult to develop than ordinary capabilities involved in day-to-day operations, but are also more inimitable and provide sustained competitive advantage. Government policy needs dynamic capabilities to shape markets and address grand challenges through experimentation rather than just fixing market failures.
The document discusses the operations function within organizations. It defines operations as the agency responsible for carrying out principal planning and operating functions. Operations involves transforming organizational inputs like resources, facilities, technologies, and materials into outputs like goods and services. Key roles of operations managers include bridging strategic planning and tactical implementation. Operations performance objectives include minimizing costs while achieving quality, speed, dependability, and flexibility. The document concludes that a well-defined operations function provides strategic planning, tactical execution, communications, quality management, human capital planning, and ensures compliance to help organizations achieve performance objectives.
Dynamic Capabilities: What Are They And How They Can Be AppliedDavid Teece
Dynamic capabilities allow firms to adapt to changing environments by integrating, building, and reconfiguring internal and external competencies. They enable firms to sense opportunities and threats, seize opportunities, and transform the firm as needed. Dynamic capabilities are about strategic adaptation and doing the right things, while ordinary capabilities are about operational efficiency and doing things right. Strong dynamic capabilities are required to thrive in environments of deep uncertainty. Governments also need dynamic capabilities to shape markets and address grand challenges.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Sente Ventures Incubation Process Overview (English)Serhat Cicekoglu
The incubation process has three key phases:
1) An application and evaluation phase where a select few start-ups are chosen to participate every three months based on university strengths and clear expectations.
2) An intensive incubation phase focused on training, business model evaluation, and customer development planning to prepare for pitching to investors.
3) A customer development and funding phase where concepts are tested, operational execution occurs, and a pitch is made to investors for the opportunity to receive $25,000 in seed funding. Failed firms can reapply after one year.
The document discusses change management and outlines an 8-step process for continuous process improvement. It identifies common cultural types in organizations and how they can present barriers to change. The document also examines the characteristics of successful and unsuccessful change initiatives, barriers to change, and elements needed to successfully implement change.
i-nexus is a leading provider of business execution software. The document discusses how i-nexus helps companies improve execution through its suite that integrates goal management, program management, and performance management. It provides examples of how i-nexus clients have seen benefits like 5-10% revenue growth and 40% reduced project times. The software allows companies to cascade goals, plan and track actions, and monitor performance to help transform strategies into results.
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Introduction to the Change Leader\'s Roadmap
1. The Change Leader’s Roadmap
Strategic Guidance and
Hands-On Tools for
designing and executing
successful changes
2. A proven change methodology…..
A roadmap through planning, design and implementation
Navigate organizational changes, and cultural issues
True process methodology – guiding action over time
A ‘thinking discipline”
Comprehensive and customizable
The Solution….
The Change Leader’s Roadmap
3. HEAR THE
WAKE-UP
CALL
Planning
I.
PREPARE TO LEAD THE
Implementation CHANGE
II.
XI.
CREATE ORGANIZATIONAL
LEARN AND COURSE
VISION, COMMITMENT,
CORRECT
AND CAPABILITY
III.
VIII.
ASSESS THE SITUATION TO
CELEBRATE AND
SETERMINE DESIGN
INTEGRATE THE NEW STATE
REQUIREMENTS
IV.
VII.
DESIGN THE DESIRED
IMPLEMENT THE CHANGE
STATE
VI. V.
PLAN AND ORGANIZE FOR ANALYZE THE IMPACT
IMPLEMENTATION
Design
4. Phase
79 Tasks
Activity
Task
116 Info Sheets
Work Steps
Process Questions
110 Tools
Potential Problems
Info Sheets
200 Worksheets
Tools
36 Articles
Worksheets
Articles
5. Features of the CLR:
Based on 30 years of action research
A living resource – adapted to meet changing demands of change
Built in tutorials and support – maximize your investment immediately
Individual or Organizational subscription options
6. Improved Capacity Management
Improved Change Capability
Maximized Results
Improved Governance
Reduced Negative Impact
The CLR Difference….
Reduced Capital and Human Costs
Improved Commitment
Sustained Culture Change
Greater Speed
Increased Confidence