Business transformation how to make it success
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Muthu Siva outlines ten tips for making a business transformation a success: 1) Have a clear and achievable vision based on stakeholder expectations and organizational capabilities. 2) Appoint a committed, strong, and ethical leader to inspire the team. 3) Develop a business case aligned with the vision using SMART principles. 4) Assemble a collaborative team committed to the goals. 5) Align stakeholder expectations and support with the vision and business case. 6) Select appropriate methodologies based on organizational culture and abilities. 7) Employ change champions to engage stakeholders and transform culture. 8) Ensure the team and stakeholders execute activities according to the business case. 9) Realize and measure benefits outlined in the business case.
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Being Human webinar Case Study with Bank of New Zealand on building a success...
Join us for this not-to-be-missed case study on the Bank of New Zealand's journey to build enterprise wide change capability, using the Prosci methodology. Starting only 5 years ago, BNZ now has a high level of change management maturity and is reaping the business benefits. Highlights of the BNZ approach include: building Sponsor capability, creating a single view of change across the organisation and achieving early engagement of Change Management on projects
Make Change That Lasts
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.
Change Management Strategies Webinar Slides
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
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In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Group 5 abhilasha 2015
The document describes Lafarge's "Abhilasha 2015" initiative to transform its ready-mix concrete business in India. It faced stagnating growth and increasing competition. Abhilasha 2015 aimed to shift from low pricing to value-added products and services. Lafarge used a Large Scale Interactive Process workshop to gain employee buy-in for change. It then implemented operational changes like new roles and hiring, training sales staff, and focusing on segments. Regular communication and celebrating wins helped maintain momentum. The initiative successfully aligned employees and improved customer satisfaction.
Successful Management of Change
This document provides guidance on successfully managing change programmes. It discusses the importance of managing change to solve business problems and realize benefits. Common change programme problems are also outlined. Key recommendations include having strong programme governance and leadership, focusing on proactive benefits realization, ensuring business engagement, aligning solutions to business needs, and embedding changes through support and cultural shifts. Change management is multidimensional and requires addressing people, processes, technology and culture.
Change Management in Nokia
This document discusses change management at Nokia Corporation. It provides background on Nokia's decline from the world's leading mobile phone maker in 2004 due to missing the smartphone revolution. Nokia's management rejected a prototype touchscreen smartphone in 2004, allowing Apple to introduce the pioneering iPhone in 2007. This decision led to an 80% loss in Nokia's market value. The document examines the need for change at Nokia and analyzes the company's change management processes as it worked to adapt to the rapidly changing mobile market.
How to do Change Management for mandatory change
Many change projects are mandatory - compliance, regulatory, systems and restructures to name a few. These “No Choice Changes” present special challenges for change practitioners. How can we engage stakeholders when they have no real say in the decision to make the change or the solution? How can we build buy in when there is little What’s in it for Me?
Join our next Change Community of Practice Webinar to tap into the wisdom of our consulting team and share your experiences and lessons learned:
- The challenges of mandatory change
- Snapshot of Prosci Best Practices research findings
- Top 5 tips for effective Change Management
Artk Consulting OCM Change Management
1) Organizational change management involves understanding challenges to change, assessing an organization's current readiness, and implementing effective change strategies. This allows organizations to adapt to new technologies and business processes.
2) Key challenges to change include impacts to organizational structure, culture, business processes, and resistance to projects. Assessing readiness involves determining the current state and identifying barriers.
3) Readiness is critical to the success of initiatives like ERP implementations. Understanding challenges and conducting frank assessments allows for effective change management planning.
How to improve_employee_engagement
This document discusses how to improve employee engagement in order to enhance success for individuals, teams, and companies. It explains that monetary rewards alone do not drive engagement, and that giving employees the right framework to be creative and solve problems is important. Management plays a key role in creating this type of framework and nurturing an environment where employees feel they can continuously develop and actualize themselves.
How to improve employee engagement
How to encourage the engagement of employees in order to enhance the success of individuals, teams, and the company as a whole.
How to improve_employee_engagement
This document discusses how to improve employee engagement in order to enhance success for individuals, teams, and companies. It explains that monetary rewards alone do not drive engagement, and that giving employees the right framework to be creative and solve problems is important. Management plays a key role in creating this type of framework and nurturing an environment where employees feel they can continuously develop and actualize themselves.
Change management
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
Management of Reward Strategy to drive superior performance1
This document outlines a company's total rewards strategy to attract, retain, and motivate top talent to drive superior performance. The strategy includes competitive compensation and benefits, work-life balance programs, recognition awards for high performers, and opportunities for career growth. Performance management and talent development processes are also discussed to ensure goals are set and employees' strengths and weaknesses are identified to help them improve. The rewards strategy is designed to align with the company's mission, values, and business objectives. Suggestions for enhancing the strategy include improving communication of benefits and making the programs more flexible and global.
Business Resilience Framework - A new approach for better projects and sustai...
In this session we will look at business resilience as a strategic capability, enabling organisations to navigate the increasingly complex and unpredictable market environment. We introduce Business Resilience Framework, a new comprehensive guidance for conducting business transformations triggered by external market conditions or internal organisational needs.
The framework presents a holistic approach for efficiently selecting and delivering business adaptation and transformation projects and programmes, sustainably and at pace.
The presentation is based on the material from a forthcoming book “Business Resilience: A Practical Guide to Sustained Progress Delivered at Pace” due to be published by Kogan Page in April this year. The authors took advantage of 150 years of collective experience working with the UK government, professional and accreditation bodies, consulting and training organisations, and clients in a variety of industries, including healthcare, telecommunications, automotive, software, and higher education to create a robust guidance for sustained organisational progress.
Key points:
Why does classic strategic planning fail in the VUCA world?
A new paradigm focused on Business Resilience
Business Resilience Framework and how it facilitates successful delivery of the right projects at the right pace
How can one use this approach in their own organisation?
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Change management in a project environment webinar, 5 December 2022
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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Business transformation how to make it success
- 1. Business Transformation- Ten tips to make it a success Author: Muthu Siva ME(Distinction), MBA(Australia) FIC(UK), FCMI(UK), FBCS(UK) Version 1.0 8 March 2013 1 Business Transformation –How to make it success - Author: Muthu Siva
- 2. BUSINESS TRANSFORMATION-HOW TO MAKE IT SUCCESS I am publishing this paper on how to make the business transformation portfolio of projects a real success. This is based on my experience around the world in different type of cultures, different type of portfolio and diversified teams. • Vision – A clear achievable business vision based on Shareholders/Stakeholders/Customers expectations, organisations capabilities, capacity and culture. • Leader – A committed, strong, charismatic and ethical leader to obtain support from all levels of stakeholders and shareholders and inspire the team to achieve the vision. • Business Case – A business case aligned to the vision developed using SMART principles( S-Specific, M-Measurable, A-Achievable, R-Realistic, T-Timebound). Clear articulation of Return on Investment period. • Team – A team consist of ‘ can do’ members, working collaboratively, with strong commitment and focus, passionate about what they are doing, ability to challenge and take corrective action if necessary and clear on their roles and responsibilities. Opportunities available for the team members to grow in their career and reach their potential. • Stakeholders – Stakeholders expectations and decisions aligned to the vision and business case. Full support to the leader and the team to achieve its targets. Provide guidance and timely decisions to the team. •Methodologies – Select appropriate project management, delivery management, change management methodologies based on organisation culture, ability of the team, time available to achieve the targets. • Change - Change champions available to engage stakeholders and ability to slowly transform the culture of the organisation without any major impact to the running business and its customers • Execution – The entire team and stakeholders align their activities and deliverables to the business case. Depending on the size of the portfolio, frequent monitoring of budget/timeline/scope change and take corrective action immediately. • Benefits – Ensure that benefits are realised for the projects delivered. Capture the measurable results and verify with the business case. Change embedded into the organisation/people. • Celebration – Upon achievement of critical milestones, celebrate success throughout the journey of the business transformation. 2 Business Transformation –How to make it success - Author: Muthu Siva 8 March 2013