Change 3.0 is about Employee Engagement (not
leadership directive and management implementation).
Change 3.0 builds on the lessons learned from the first two generations of change and recognizes that unless employees see, believe and experience the totality of their business reality and assimilate it into their individual reality, it doesn’t matter if an organization’s strategy and processes are improved. Simply put, the company will not achieve the change it wants or needs.
Change 3.0 recognizes that the basis for successful change resides at the outset of an initiative. Successful change is a direct function
of how the change is defined and plotted initially, and it requires the involvement of key people up and down the company hierarchy to provide insight, focus, content, context, cadence and definitions of success. It reflects and helps shape the prevailing employee worldview to accomplish strategic objectives, using a variety of tools that work in harmony.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
More information:https://flevy.com/browse/flevypro/influence-model-for-change-3658
Transformation initiatives aren’t easy to manage. In fact, data suggests most Transformation efforts globally to have ended up in failure. Organizations tend to execute large-scale Change initiatives devoid of any real focus on the human element--building their people’s faith and commitment, bolstering it, and minimizing any resistance to Change. These priorities seem simple but are most likely to be missed out on during the hue and cry of the Transformation endeavor.
This presentation talks about the "Influence Model" for Change Management and its 4 building blocks. These 4 building blocks are actually the key actions that Transformation programs should focus on to alter the mindsets and behaviors of the workforce, in order to induce real Change. Whereas organizational culture largely encompasses employees' mindsets, the Influence Model focuses on changing the behaviors across the board.
The Influence Model has been endorsed by both academic research and practical experience. The 4 key actions of the Influence Model are derived from formal organizational mechanisms and work practices that work best for Transformation:
1. Understanding
2. Reinforcement
3. Skills for Change
4. Role Modeling
The slide deck also includes some slide templates for you to use in your own business presentations.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
More information:https://flevy.com/browse/flevypro/influence-model-for-change-3658
Transformation initiatives aren’t easy to manage. In fact, data suggests most Transformation efforts globally to have ended up in failure. Organizations tend to execute large-scale Change initiatives devoid of any real focus on the human element--building their people’s faith and commitment, bolstering it, and minimizing any resistance to Change. These priorities seem simple but are most likely to be missed out on during the hue and cry of the Transformation endeavor.
This presentation talks about the "Influence Model" for Change Management and its 4 building blocks. These 4 building blocks are actually the key actions that Transformation programs should focus on to alter the mindsets and behaviors of the workforce, in order to induce real Change. Whereas organizational culture largely encompasses employees' mindsets, the Influence Model focuses on changing the behaviors across the board.
The Influence Model has been endorsed by both academic research and practical experience. The 4 key actions of the Influence Model are derived from formal organizational mechanisms and work practices that work best for Transformation:
1. Understanding
2. Reinforcement
3. Skills for Change
4. Role Modeling
The slide deck also includes some slide templates for you to use in your own business presentations.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations.
The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review.
The session was led by Maya Townsend of Partnering Resources.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
DMR BLUE TRANSFORMATION & PEOPLEMANAGEMENT (FOKUS: GLOBAL LEADERSHIP)Marc Wagner
BEST-PRACTICE TRANSFORMATION & PEOPLEMANAGEMENT - FOKUS: GLOBAL LEADERSHIP
Many companies find themselves trying to deal with a market environment of overwhelming
complexity and maximum dynamics, moving at such a velocity that rigid local large corporate
structures and hierarchical “command and control” management methods cannot keep pace.
Established companies are being shunted to the side more and more often. Enterprises designed
to focus on constantly increasing efficiency are losing ground in competition with innovative
startups or are disappearing completely from the radar screen. This is primarily a cultural rather
than a strategic problem. A well-known Stanford professor once said: “Corporate culture without
strategy is meaningless. And a strategy without corporate culture is powerless.”
So what ingredients do companies, especially their management, need to secure their success in
the future? What can be done to ensure that transformation and innovation capability become
firmly established in the corporate culture, the cultural DNA? And what are the features of successful
transformation programs and their orientation in which efficiency and innovation are not
mutually exclusive?
In our search for the answers to these questions, we initiated dialogs with transformation experts
from various enterprises, seeking to determine the common success factors and lessons learned
which would enable us to present a range of examples showing how transformation competence
can be anchored in a company – whether in the form of transformation programs such as those at
E.ON or of a separate unit like “Group Transformation Change” at Deutsche Telekom AG. Our
special attention was devoted to the new, intercultural challenges which the leaders must confront
head-on in these novel and agile structures. For instance, we cast an intense spotlight on the
cultural
differences between the Asian and European regions and went into especially deep detail
while examining the European differences between France and Germany. As we did so, it was
important
to us to differentiate in our perspective and to see cultural differences as strengths and
enrichment – far removed from any classic stereotypes. Taking as our model diversity
management
at Otto Group, we show how the created diversity (which is not restricted to the single criterion
of
the various nationalities) can be exploited and steered. We describe the tried and tested method of
“organizational energy”, which reveals toxic and corrosive developments in companies, as a means
of making cultural changes and transformation requirements visible.
Come along with us on our “transformation journey” as we explore global leadership, cultural
change, and transformation best practice! I trust you will find inspiration as you read these articles
and wish you the best of success in applying what you learn from them!
Innovation capability or the ability to reinvent yourself continuously and to combine existing technologies intelligently to create new products – and to do so faster than anyone else – is becoming essential for survival. This may appear from the perspective of a startup to be a challenge that can be mastered. What, however, does this requirement mean for “the old tankers” and large corporations that operate on the basis of “legacy structures” and so do not appear to be at all innovative, trusting more, as in the past, in the uncompromising drive to increase efficiency? As is our usual procedure, we do not speak ex cathedra from our own position, but ask renowned experts and top managers to report on their experience (eg. Thomas Sattelberger, Uwe Tigges, CHRO RWE, Tom Oliver, Tom Oliver Group, Prof. Thomas Edig, formerly chief personnel officer at Porsche, since 1 Octobre 2015 management board at VW Commercial Vehicles, Frank Kohl-Boas, Google; Thorsten Unger, Director of the GAME e.V., Dietmar Welslau, Group’s Officer for HR transformation at DTAG; Niall Dune, CSO, British Telecom; Georg Pepping, Managing Director HR, T-Systems International GmbH)
Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations.
The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review.
The session was led by Maya Townsend of Partnering Resources.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
Running head DOCTORAL QUALIFYING EXAMINATION PAGE 1DOC.docxjeanettehully
Running head: DOCTORAL QUALIFYING EXAMINATION PAGE 1
DOCTORAL QUALIFYING EXAMINATION PAGE 43
Doctoral Qualifying Examination
Doctoral Qualifying Examination
Introduction
The Doctorate program in business administration for first year of University focuses on the introduction of the various concepts of leading change, marketing strategy and consumer behavior, finance for managers, a management strategy for performance, business intelligence and global economics. This paper mainly includes all the evidence of the concepts which are learned in the four courses of my first year such as leading change, business intelligence and information systems, management strategy for performance, marketing strategy and consumer behavior in the order it has been given.
Part I: Portfolio of CLA 2’s
CLA 2 Introduction: Course #1
Throughout the Leading change course we were introduced to the concepts of managing change, images of change management, why change? Contemporary pressures and drivers, vision and the direction of change, change communication strategies, organization development and sense-making approach, sustaining change versus initiative decay. This CLA2 paper offers proof of ability as IT Manager implement change in the organization. As agile transformation Leader in leading change and providing vision and sense of direction of change. This course has provided the ability to implement change in agile transformation and develop change management strategy by successful implementation of the change through entire enterprise level. Change is inevitable in the business world. Leading change is not an easy task and most of the change management processes have failed in the recent past due to various reasons. Effective team leaders are prerequisite in ensuring that the change is achieved within the stipulated time. Generally, leaders must cultivate the skills for assimilating change, providing expectedness and assist others to understand the integral risks, advantages, and reasons behind a certain change. The history of leading change which can be traced from 1960-2012 will be discussed in this paper. Moreover, various leadership styles and how they impact change in organizations will also be incorporated. Change process cannot be achieved without resistance in the workplace and this is also taken care of. Motivations for change are essential because they play fundamental roles in achieving changes. Furthermore, leading change as an individual is not easy since it requires much competence and skills. Lastly, success factors of implementing change process and its benefits are of great importance in organizations.
BUS 735 CLA 2
Change is inevitable in the business world and it takes place probably on daily basis. Change in the business world is currently being compared to taxes and deaths which cannot be avoided at all costs. People are very significant elements when it comes to transforming change organizations since they are the p ...
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
Running head 8-STEP MODEL18-STEP MODEL7.docxhealdkathaleen
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case
Creating a coalition
At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl ...
Running head 8-STEP MODEL18-STEP MODEL7.docxtoddr4
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case
Creating a coalition
At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl.
Youth alcohol prevention multi annual initiative mocktails dianova portugalDianova
A school and community based health promotion community that care strategic multi-annual initiative held from 2009 to 2017 in Torres Vedras municipality, Lisbon district, Portugal, focused on raising awareness among young adults on the effects and risks oh alcohol abuse like low academic performance, school drop out, violence and delinquency, and road crashes injuries or deaths, becoming a United Nations Prevention Best Practice in 2012.
A Comunidade Terapêutica Quinta das Lapas é uma unidade residencial, profissional e especializada em tratamentos individualizados de curta e de longa duração das toxicodependências e alcoolismo, licenciada e protocolada pelo SICAD, Ministério da Saúde, registada na Entidade Reguladora de Saúde e certificada em Gestão da Qualidade ISO 9001:2008.
A abordagem terapêutica que oferecemos aos nossos Clientes está orientada à melhoria integral da sua qualidade de vida.
Na auditoria de Renovação da Certificação de 2013 (para o período de 2014-2017) a CTQL manteve os 100% a nível da Satisfação Geral dos Clientes e 100% da Recomendação do Serviço.
Consulte-nos em http://dianova.pt
Dianova Portugal - Brochura Institucional 2018Dianova
Na nossa Responsabilidade Social assumimos o compromisso em contribuir para o desenvolvimento social e económico
sustentado, assente numa abordagem cooperativa e inclusiva
multi-stakeholders, com o objectivo de melhorar a qualidade de
vida das Pessoas e Organizações que beneficiam dos nossos
distintos programas de educação para a saúde, tratamento das
dependências, desenvolvimento comunitário, inclusão
social e formação e capacitação.
Dedicated to “Mental Healthcare: Benefits of Addiction Treatment for Individuals, Communities and Governments”, Dianova’s corporate external EXIT® Magazine 2018 is now available for readers online. “Offering treatments based on the scientific evidence is now helping millions of affected individuals to regain control over their lives.”
The Declaration of Mallorca has been adopted the 3rd of December 2016 in the city of Palma de Mallorca, Spain, within the celebration of the 5th Institute of the World Federation of Therapeutic Communities (WFTC), organized by Projecte Home Balears and the Asociación Proyecto Hombre. More than 150 experts in addiction and Therapeutic Communities from 26 countries have participated.
The Declaration of Mallorca is based on a group of actions, recommendations and agreements in terms of primary care, treatment, recovery and social re-integration of drug-dependent population, include drug prevention, with the goal of implementing them over the following ten years, until 2026.
The Declaration of Mallorca recognizes the Therapeutic Community as one of the most effective approaches for the rehabilitation and recovery of addicted people and their families worldwide.
The recognized and globally accepted United Nations' lnternational Standards for the Treatment of Drug Use Disorders2 recommend comprehensive and balanced approaches to drug demand reduction, suggesting evidence-based and human rights interventions, such as outreach programs and outpatient and residential treatments. Therapeutic Communities are one of the most common and widely available approaches.
Therapeutic Communities are based on a model of learning communities where the objective, from a biopsychosocial approach, is not only abstinence, but, through a process of continuous and multidimensional change, transiting to a better functionality and quality of life in various leveis such as physical and mental health, housing, employment, social participation or caring for their environment. They also prevent the intergenerational transmission of addictive behaviors.
Listen First Global Outreach CND UNODC 2018Dianova
To be effective, drug prevention efforts should bring together the maximum number of participants possible. In line with this, the Dianova network has joined efforts to participate in this campaign in 14 countries (Europe, Americas, Africa and Asia) adapting the campaign to their different socio-political environments.
The Goal of the #ListenFirst by Dianova campaign was to raise awareness about listening to children and young people as the first step to help them grow up healthy and safe.
This effort is aimed at parents, teachers, policy makers, health and prevention workers, highlighting how to recognize and prevent, high-risk behaviours and substance abuse.
The central message of the campaign is "Listen to children and young people with empathy and care can help prevent risk behaviours and drug use".
Dianova Listen First International Campaign CND UNODC 2018Dianova
15/03: Special Event organized by Government of Norway and UNODC. “The new Standards, the materials of the Listen First campaign, the UNODC programme on families”. Speaking presentation on the results of the #ListenFirst drug addiction prevention campaign implemented by Dianova in 14 countries of Europe, Americas, Africa and Asia.
Listen First campaign by Dianova International Network: Relevance of prevention work, international cooperation & alignment with Sustainable Development Goals.
Special Event Therapeutic Communities CND UNODC 2018Dianova
13/03: Special Side Event on therapeutic communities organized by UNODC. “Shedding Ligth on the Science of Therapeutic Communities”. Dianova and EFTC as co-sponsors.
12/03: Side Event organized by San Patrignano. “40 years of drugs, drug addiction and recovery: an assessment of the drug situation and its evolution since 1978”. Speaking presentation on Dianova International global outcomes and addiction treatment results (Portugal, Italy, Spain and Chile) and co-sponsor.
Dianova Listen First Brief Intervention Prevention CND UNODC 2018Dianova
PREVENTION Dianova International Network joined the efforts of UNODC and WHO Listen First campaign, implementing in 2017 its customized version in 14 countries of Europe, Africa, Asia and Americas, reaching out more than 1,3 million people.
Dianova network global outcomes and addiction treatment results particularly focused on Portugal, Italy, Spain and Chile programmes, presentation held at the 61st CND UNODC Side Event 12 march 2018
Dianova Listen First Campaign CND UNODC 2018Dianova
PREVENTION Dianova International Network joined the efforts of UNODC and WHO Listen First campaign, implementing in 2017 its customized version in 14 countries of Europe, Africa, Asia and Americas, reaching out more than 1,3 million people.
Livro Comunicacao OSC Conhecimento ReconhecimentoDianova
Livro Comunicação e Organizações da Sociedade Civil: conhecimento e reconhecimento.
Projecto de investigação "Conhecimento (e reconhecimento) sobre as ONGD em Portugal: necessidades ao nível da comunicação" 2017, em que a Dianova foi um dos estudos de caso.
Realizado pela Escola Superior de Comunicação Social – Instituto Politécnico de Lisboa.
Estatuto da Comunicação nas OSC em PortugalDianova
"O Estatuto da “Comunicação” nas OSC em Portugal: um primeiro retrato" apresentado no 40º Congresso Intercom.
Projecto de investigação "Conhecimento (e reconhecimento) sobre as ONGD em Portugal: necessidades ao nível da comunicação" 2017
Realizado pela Escola Superior de Comunicação Social – Instituto Politécnico de Lisboa.
Title: “Benefits of Quality in Addiction Treatment Program”, presented at the 27th World Conference IFNGO, 6-8 november 2017, Macau, China
Synopsis: Pioneer in the field of health and social reintegration in Portugal, Dianova Portugal is since 2005 certified in the area of addiction treatment and rehabilitation under ISO 9001.
Resulting from its Quality Management System, there has been an increase in efficiency and service effectiveness over these past twelve years. Among these benefits, there is a better and faster appropriation of the internal procedures; a greater motivation and commitment of the team of professionals and staff; enhancement of recognition by the health authorities, the scientific community (a scientific follow-up study has been carried out in 2013 for a five years period focused on the social reintegration trajectories of users who completed the program until 2009, one of the most recent at the international level) and society in general; and a continuous improvement that has reflections on user satisfaction, having achieve and maintained in the past five years 100% of Client Satisfaction and Service Recommendation.
Listen First Global Outcomes EFTC Dublin 2017Dianova
Dianova International Network social awareness campaign in association with United Nations UNODC "Listen First", launched the 26th June 2017 to celebrate the International Day Against Drug Abuse. It also shows a best practice on prevention and health education throughout the relevance of Advocacy work, international cooperation & alignment with Sustainable Development Goals!
#Mocktails Iniciativa anual de Promoção de Saúde visando aumentar a percepção social do risco associado ao consumo abusivo de álcool e seus efeitos nefastos: aumento deficit atenção, diminuição coordenação motora, drop out escolar, aumento acidentes rodoviários, entre outros. Desenvolvida pela Dianova em colaboração com mais de 35 Parceiros anualmente desde 2009, em 2017 impactou directamente 5.404 Pessoas e ao longo destas 9 edições / anos um total de 40.063 Adolescentes, Jovens-adultos e Adultos na cidade de Torres Vedras.
UNODC - United Nations Office on Drugs and Crime 60th CND Session, 12-17 March, Vienna
We are pleased to share that Dianova Portugal has been a speaker at the Side Event, the 16th march at 2.20-3:10pm, “DRUG AWARENESS ON ADULTS: A FIVE-STEP APPROACH TO PREVENTION" co-organized by the Yeşilay Türkiye Turkish Green Crescent, Dianova Portugal, EURAD, and NTAKK”, under the topic “DAWA 2015-2016: Health Communication Learning Lessons and Achievements from the Portuguese Perspective”, presenting the conclusions and achievements of the DAWA 2015-2016 transnational project on the Portuguese perspective!
Vienna NGO Committee on Drugs (VNGOC) Programme for CND 2017 http://www.unodc.org/unodc/en/commissions/CND/
Empresa Inserção Floricultura Dianova ISUP A3S 2016Dianova
A Dianova marcou presença como co-Oradora no 1º Colóquio Nacional de Horticultura Social e Terapêutica que se realiza a 20 e 21 de Outubro na Escola de Hotelaria e Turismo do Estoril.
Numa apresentação conjunta com a A3S e o IS-UP, a Dianova apresenta o estudo de caso da ex-empresa de inserção Viveiros de Floricultura da Dianova como exemplo de sucesso no âmbito da integração social pelo trabalho, nomeadamente entre pessoas com trajectórias de dependências e/ou desempregados de longa duração.
Saiba que ao comprar plantas da Viveiros Dianova está a contribuir para a inclusão social de pessoas em situação de vulnerabilidade.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. it all boils down to one simple question for Ceos and
leaders of organizational change:
How smart do you want your employees to be?
By directing communications to be contextual, provocative,
frequent, fluid, multi-directional and relevant, people throughout
an organization are intellectually and emotionally equipped to
successfully address the circumstances surrounding change – thus
empowering them to move from observer to contributor, and from
perceiving themselves as part of the blame to seeing themselves as
the solution.
3. Table of Contents
Welcome Change 3.0 7
a Look Back:
Spinning our Wheels…or Simply a Bump on the road? 9
Change 3.0: engagement Trumps “process” and “Strategy” 12
The employee Worldview (graphic) 13
how do We recognize Change 3.0? 15
Unifying Change management and Communications (graphic) 16
making Change Work 17
The Four dimensions of Change Communications 17
What’s Your Company’s “Communications Standard?” 19
Understanding individual motivations and expectations (graphic) 20
practical application of Change 3.0 22
What does the Future Look Like? 23
10 “must dos” for Change 3.0 leaders 24
7. Welcome Change 3.0.
Change 3.0 builds on the lessons learned from the first two
generations of change and recognizes that unless employees
see, believe and experience the totality of their business reality
and assimilate it into their individual reality, it doesn’t matter if an
organization’s strategy and processes are improved. Simply put, the
company will not achieve the change it wants or needs.
Change 3.0 recognizes that the basis for successful change resides
at the outset of an initiative. Successful change is a direct function
of how the change is defined and plotted initially, and it requires the
involvement of key people up and down the company hierarchy to
provide insight, focus, content, context, cadence and definitions
of success. It reflects and helps shape the prevailing employee
worldview to accomplish strategic objectives, using a variety of tools
that work in harmony.
Change 3.0 is about employee engagement (not
leadership directive and management implementation).
7
9. Spinning our wheels…or simply a bump on the road?
What did the 2000s (the “oh’s” or “aughts,” if you prefer) teach us about organizational change?
How did we get smarter? Where did we progress…or remain stagnant?
What do we need to bear in mind entering the next 10 years?
First, some brief history: in 1999, on the cusp of a new millennium, the paper “Ten Tumultuous
Years: Examining a Decade of Change”* generated attention for its examination of change
management through the lens of strategic internal communications, along with the implications
of change for leaders and communicators alike. The paper reflected a premise that was only
beginning to take shape—specifically, that the ability to wisely manage change is an essential
ingredient in avoiding marginalization and maintaining competitiveness.
*Published August 1999; Counselors Academy, Public Relations Society of America and Gary F. Grates; Counselors
Academy Monograph, #9468.
9
10. This was a significant realization at the time. As a follow-up to that, this paper explores our
collective progress since then, which has quite frankly been mixed, and provides a roadmap
for moving forward.
On a positive note, there is no doubt we have embarked on a remarkable journey of self-
discovery as leaders, managers, employees and consumers. This journey has combined
our superior understanding of how organizations work and how people think with the game-
changing explosiveness of emerging technology to put us on the doorstep of a new generation
of organizational change—what we call Change 3.0 (see box). On an intellectual level, the
role of communications in preventing marginalization and bolstering competitiveness—almost
revolutionary concepts 10 years ago—are now generally understood.
For the more literal-minded, a well-spring of statistics bears out these concepts. A recent
study noted that companies with effective communicators achieved 47 percent higher total
returns to shareholders over the last five years compared to firms judged to have less effective
communications. Further, the best-performing organizations are three times more likely to train
their managers to deal openly with resistance to change.
The progression of Change (circa 1990 - 2010)
Change 1.0 (1990-1999): Business process (changing how we do things)
Change 2.0 (2000-2009): Business Strategy (changing what we do)
Change 3.0 (2010-Forward): Business engagement (fostering employee ownership)
10
11. On the downside, the progress we’ve made as leaders and communicators in terms of
understanding the nuances of change hasn’t consistently translated into practical organizational
benefit—not because the concepts don’t work in the “real world,” but because organizations
haven’t been sufficiently forceful or mindful of adapting these breakthrough learnings in order
to manage their own change initiatives. When major change initiatives commence, companies
and their leaders tend to instinctively revert back to Change 1.0 or elements of Change 2.0. Too
often, we go where the well-worn path already leads, rather than carving out our own paths and
leaving a trail for others.
That new trail—the one we must collectively forge—marks the essence of Change 3.0, which
demands that we take a more holistic view of change and the communications that support it.
11
12. Change 3.0: engagement trumps “process” and “strategy”
With Change 1.0, leaders placed “change” in a box, separating it from the very business it was meant to
improve. When launching a change initiative, the focus was on communicating process, forming process
improvement teams and presenting workflow charts. This certainly kept everyone busy, but none of these
efforts actually connected with the workforce, or addressed how the business could ultimately improve.
Communications was essentially a check list, created after all of the heavy strategic lifting had been done by
senior management and their management consultants.
We evolved to Change 2.0 in the late 1990s, largely as a result of organizations’ justifiable frustration at re-
engineering’s consistent lack of success. In this frustration, leaders turned their attentions to business strategy
and direction. How do we define our business? Who are our competitors? What discernable value do we offer
our customers?
This sort of self-analysis was enlightened and clearly a step in the right direction. Unfortunately, few
organizations were able to translate the answers into a sustainable model for change. Communications evolved
beyond the checklist, but most often resulted in a flurry of messaging—themes, tag lines and slogans plastered
on walls, screen savers and coffee mugs. This represented a greater attempt at defining change in some
rudimentary way. But again, more often than not, the sloganeering failed to connect with employees.
To be fair, organizations that “got it” began viewing change communications from a far more strategic
perspective. However, this was rare. Even today, the same survey referenced earlier notes that only 14 percent
of surveyed organizations explain the terms of their changing employee value proposition to their employees.
This is the exciting part. We’ve progressed to a stage where there’s more universal recognition that
communications is a strategic function and that change only works when it is aligned with employee
understanding, actions, rewards and recognition. It’s about perspective and behavior, which is neither a
process nor a destination. It’s about engagement, rather than sheer information dissemination.
Alas, this is where organizations tend to get stuck, running in place when they should be propelling forward.
12
13. The employee Worldview
Communications
Channels & Vehicles
Rationale:
External Financial • Clarify employee and manager
Media Performance
point-of-view on the business,
leadership, competitive
environment, workplace
Employees
Leadership Rewards &
Visibility Recognition experience and communication
& Credibility
• Establish qualitative and
quantitative benchmarks for
employee engagement, channel
Relationship Current
with Manager Business and manager communication
Environment
Company’s Vision, effectiveness
Mission and Values
Standard Summary: Employee Profiles:
• Leadership perceptions of communication • Composite description of employee
and support needs worldview (by segment) both today and
• Employee views on: in the future
-Credible information sources • Includes quotes, goals and
-Understanding of business and strategy communications needs by segment
-Information they lack
13
14. how do we recognize Change 3.0?
Technology is both transforming and transformative. It changes almost daily and enables and
encourages employees to make their voices heard. In fact, they demand to be heard. This is in
large part because the nature of the workforce is also transforming. In 2010, so-called Millennials
actually out-number Baby Boomers in the workplace.
Over the last decade, we’ve learned that when it comes to organizational change, employees
across the spectrum are likely to experience fear about their futures, anxiety about their roles
and capabilities, skepticism based on prior unfulfilled promises of positive change and concern
about the fate of their colleagues. Even more telling is that people are often more fearful of
the people managing change, rather than the change itself. People don’t trust that the right
decisions, constructs and analyses are being made on their behalf.
many of these considerations are largely overlooked in a Change 2.0 mindset,
but they provide the foundation for Change 3.0.
In Change 3.0, leaders and communicators facilitate employee access to technology, and help
give voice to their fears, concerns, anxieties and skepticism. They build frameworks unique
to their organizations so they can listen to what employees are saying and engage them in
constructive dialogue in order to connect company strategies to employee understanding
and motivation.
Change 3.0 leaders demystify change. They remove it from the realm of “secret sauce” whose
recipe must not be discussed and open the cookbook for all to see (one of the many reasons
social media are so essential today). In fact, building on the analogy, they engage employees
to improve the recipe—after all, they’re closer to the people (stakeholders) who will actually be
asked to eat the meal!
Further, Change 3.0 leaders view employees as a public constituency capable of decision-
making, opinion-shaping and influencing whether the organization succeeds. We must fight for
their attention, just as we would a customer or any other stakeholder. We need to provide insight
into the thinking and purpose behind the decision-making.
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15. Unifying Change management and Communications
Leadership and employee engagement
Most oft-neglected
part of change
communications
Strategy articulation
Clarity of purpose
outside-in Context
Leadership actions
dynamic dialogue
Change
Communications participation
management
Workstream involvement Workstream
information Flow
Communication
education
Training
Provides a good
foundation for change
15
16. Change 3.0, then, means that leaders are challenged to seek new ways to engage employees
during the journey of organizational change. In order to engage employees—particularly talent—
and make change a “real” thing, we must optimize new technologies and embrace greater
openness to involve our people through emotional as well as intellectual appeals. In the past
decade, we have learned that we cannot effectively sustain interest by focusing on only the
rational reasons behind change. The emotional reasons are equally important.
This highly emotional response requires us to rethink how we interact, manage and
communicate with our people, and even more importantly, how we engage them throughout the
journey.
It means little reliance on messages, slogans and posters and greater reliance on ongoing
conversations and consistent information exchange. It means less emphasis on town hall
meetings, speeches, videos and newsletters and greater emphasis on what happens in between
those events. It means recognizing that the cadence and even phrasing of information should be
fluid, evolving as the organization’s environment dictates—which can only be gauged by paying
constant attention to how people are reacting and behaving.
It also means viewing communications, perhaps for the first time, as the mechanism that
perpetuates engagement throughout the organization and change effort.
It further means accepting—not glossing over—the confusion, criticism and concerns that are
inevitable elements of any change effort. Change isn’t easy, and it isn’t smooth. Employees often
go “off script” in a way that leaders would rather not hear. But, in the end, people accept change
more easily if they feel they’re being dealt with honestly and if they’re being engaged. In reality,
every criticism or concern represents an opportunity for engagement and learning.
In essence, the evolution of communications means that many of the processes and tools of
Change 1.0 and Change 2.0 remain valid—but as tactical extensions of the smarter, more subtle
strategic imperatives of Change 3.0. Change efforts can no longer be run as static programs
when continuous communications and interactions are required with all constituencies—
employees, critics, customers and collaborators—in order to make change work.
16
17. making change work
While all change initiatives must have a clear goal or purpose, the underlying and long-term results should
be seen in one important area—decision-making.
Today’s workforce—comprised of more millennials than Baby Boomers—demands
transparency, openness, involvement and context to accept decisions.
Change efforts should begin teaching and developing new abilities and skills to facilitate sound decision-
making, risk-taking, information assessment, channel knowledge and relationship-building. These efforts
should engage employees and help them effectively operate from positions of confidence, not fear.
The Four dimensions of Change Communications
Our collective experience in dissecting and comprehending the elements of successful business change
reveals four dimensions of communications. Each dimension must be built into any change effort with the
sum total moving people along a continuum of learning and ownership.
informing
Socialization and discussion
Thinking
Connectivity
17
18. informing
Communications must populate the entire organization—from leaders to managers to all employees—
with the language, data and messages to shape understanding, strengthen comprehension and
encourage interest. Informing is a journey, not an event. The flow of information should be ongoing,
reflecting and describing the company’s evolving reality.
Leadership plays a crucial role here, of course. Leaders set the direction, tone, accountabilities and
consequences for an organization through their words as well as actions.
To effect change, leaders must first develop the “narrative.” That is, they must “tell a story” that
defines the specifics of the change effort against the backdrop of the business: its history, prospects,
challenges and advantages. What exactly needs to be addressed and why?
Further, leadership should establish a standard for how employees will interact with each other—
defining and demonstrating how the company will provide information, listen, respond and engage
people.
When done well, a narrative provides context and dimension from which employees can find their way.
Narrative provides the path. Similarly, a communications standard installs the necessary system for
interaction and flow of information (see example on opposite page).
Socialization and discussion
Organizations, especially leaders and managers, must create opportunities for discussion and debate
throughout the organization at all levels. This last point is key: organizations that debate and explore
issues only at the senior-most levels typically fail to achieve their change goals because the balance of
employees never embrace those goals or become engaged in the process of achieving them.
It’s this socialization and discussion process that keeps ideas and learning fresh and relevant.
Managers can play a particularly important role here. The most powerful tool for a manager in a
change effort is to ask a question. Insightful questions that challenge assumptions and the status quo
generate the dialogue and answers that help shape the future. To do so, it’s critical that leaders and
managers comprehend how different groups within the organization “see” change (see pg. 20).
18
19. What’s Your Company’s “Communications Standard?”
A generic version of an actual communications standard appears below:
19
20. WHAT DO YOU SEE?
perspectives of major Change efforts and the impact on Communications:
Understanding Individual Motivations and Expectations
Better financial, operating results Faster, nimbler, better organization
Ceo Appropriately valued organization New labor contract
Taking Action / Positive / Authoritative
as evidenced by stock price, Asset sales
P/E ratio, etc. Acquisition targets
Lower costs, better efficiency Talent acquisition
Senior/groUp
Specific cost targets Less bureaucracy
LeaderShip
Loss of Authority / Tempered Staff reductions Talent retention
Stronger integration
among functions
middLe
managemenT Budget cuts Morale issues
Increased Pressure / Cynicism
Less people, more work Opportunity
Quality standards adherence Information gaps—little direction
proFeSSionaL
New procedures
STaFF
Scrutiny / Trepidation Different performance expectations
Reduce costs—travel, development, etc.
Lots of activity—difficult to connect with results
Unsure Blame
prodUCTion
Job Loss / Negative Little or no relevance Leadership failure/justification
Contract protections—
layoffs, downsizing
adminiSTraTiVe
Movement / Sense of Importance Unseen info channel
Unofficial source
Strategist Pulse Check
CommUniCaTionS
Anxiety / Opportunity / Frustration Execution Enabler
Channel/techniques Teacher
Planning Facilitator
20
21. Thinking
Naturally, the essence of a company’s ongoing dialogue must be articulated, as well as the
nature of the change being sought as a result of that dialogue. This is where communications
plays a strong role—both as facilitator and interpreter of the dialogue. Communicators, in
essence, represent the nervous system of the change effort, prompting action and connecting
disparate events and experiences.
Communicators need to frame the elements of change in order to engage employees in the
change effort and to create the basis for discussion. Communicators also play an essential
role in pushing leaders and managers to be specific about the change they’re pursuing and
the tangible goals they believe the company must achieve as a result. The result of any change
communications effort should be discussion, dialogue and debate.
Connectivity
Almost by definition, companies—and people—tend to work in silos. Companies revert to old
habits, and people seek out like people and interact with those to whom they have the easiest
access, which are usually other employees with the same job description.
Communicators, with the buy-in of leaders, are uniquely positioned to tear down bureaucracies
and re-align organizations in a manner that supports change efforts and ongoing dialogue. From
a structural point of view, this means emphasizing connectivity and keeping people connected
to each other, the business (such as its products, developments, investments and decisions),
the marketplace and customers’ competitive threats.
Connectivity—and the systems and structures that support it—is where the “rubber meets the
road” in any change effort. Connectivity is the means to relationship-building, which is required
for change to flourish.
21
22. practical application of Change 3.0
We’ve spoken at length about the elements—both dramatic and subtle—of a Change 3.0
mindset and the lessons it offers. It’s all for naught if these lessons don’t translate into practical
actions. In the end, Change 3.0 should serve as a new construct for our organizational
communications efforts. Above all, Change 3.0 calls on communicators, as well as the
other leaders they serve, to first view change-management communications from a more
sophisticated, strategic perspective.
Consider a theoretical, but typical, real-world scenario: “Acme, Inc.” is embarking on a major
change initiative—let’s say a fundamental shift in its product development and marketing efforts.
If Acme’s internal communicators are like those in many companies, they’ll primarily embrace
elements of Change 1.0 and Change 2.0 and propose a series of tactics including newsletters,
blogs, new messaging, town hall meetings and the like.
Perhaps these activities are necessary or perhaps they’re not. However, a Change 3.0 approach
makes clear that these choices are premature.
Change 3.0 communicators lay claim to leadership rather than functionary positions. They
begin by defining and articulating the fundamental change at hand: what are we trying to
accomplish now that’s different from what we tried to accomplish before? This ensures universal
understanding.
From there, they tackle the big strategic questions facing the organization: is our workforce
prepared for this change? Where are the knowledge gaps? Do we have the right skill sets in
place? What mindsets and attitudes require transformation? How do we make these changes
understandable and palatable—and how do we need to treat different audiences differently,
given each group’s unique knowledge, fears and motivations? How do we need to change
management practices, both for practical reasons as well as to set the right example?
All of this should take place before any talk of newsletters or town halls.
This approach renders moot the cheerleading aspects of communications, which are often
hallmarks of Change 2.0 but frequently pursued without substantive backing.
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23. What does the future look like?
Vision, Strategy
and Leadership
Communications
Drives and Supports
Formal and
organizational culture, change, Work processes
informal Structures
effectiveness and performance and Technology
and rewards
Reflecting back on the past decade, it’s instructive to consider how the nuances of change
management will continue to evolve in the decade ahead.
It is our belief that change will increasingly become “business as usual.” Embracing and effecting
change will become a part of the operating norm for companies, and increasingly leaders will
view communicators as enablers facilitating dialogue rather than disseminators of information.
The sort of information sharing and dialogue generation we’re only just embarking on will
become a core part of how companies—successful ones, at least—conduct their business.
Communications will be seen as driving and supporting change, rather than reacting and
responding to it.
This will especially be true as Millennials ascend to positions of greater responsibility. With their
greater reliance on and comfort with technology and social networking, constructive dialogue
and debate will become as commonplace as town hall meetings and memos are today.
23
24. 10 “must dos” for Change 3.0 Leaders
Whether you are the CEO, Chief Strategist or Chief Communications Officer, there are certain
lessons that should be respected as you embark on a major organizational change effort.
Here they are:
1 Focus on education vs. promotion
Change should be viewed through the lens of learning and development—moving
people attitudinally and behaviorally from where they are to a new place. Themes,
slogans, and events minimize the importance and treat change as superficial.
Avoid them.
2 are you ready to lead from 50,000 feet or at ground zero?
Without your commitment to and involvement in the change, there will be no
results.
3 Be proactive in addressing critics, confusion and concerns head-on
People don’t fear change as much as inconsistency and uncertainty. Be clear
about the goal and even clearer about the metrics.
4 ignore your instincts
Realize that what you think about things isn’t what anyone else thinks…find out
the reality and act on it.
5 are you ready to see the world through the eyes of your management and workforce?
Marketplace and competitive facts, data and figures are all important in making
a case for change. But the most important characteristic for a change leader is
empathy or the ability to comprehend how your key stakeholders view the world.
24
25. 6 remember the most powerful tool a leader or manager has in effecting change is a question
Rarely does anyone have the “answers” nor should they. Change is an iterative
process. Effective leadership is provoking the right questions for people so they
can find the right pathways.
7 never confuse messages or events with discussion and experience
Change begins with a new conversation, is driven by discussion and is
accomplished through experience. Messages, events and other one-way tools
obstruct discussion, block debate and hinder experience. Effective change
leadership and change communications is about connecting messages to
conversations and events to experience by filling in the action between. What
happens before and after a Town Hall meeting? Leadership message? Major
decision? Manager briefing?
8 Change is not a linear journey
Your employees may already be further along than the organization; or the
leadership is further ahead in its thinking and aspirational goals. Either way,
change is iterative. Listen, be emphatic and move deliberatively with speed.
9 mark the route to chart progress
Be specific with milestones - recognize and acknowledge achievement.
10
make sure there is a “there” there
Avoid hyperbole at all costs, and focus on future and aspirational goals. Be
specific in terms of numbers and benefits.
25
27. Edelman Change and Employee Engagement is the global organizational (internal)
change communications consulting group of Edelman, the largest independent public
relations firm in the world and the third largest overall. The mission of Edelman Change
and Employee Engagement is to advise and assist organizations on strengthening the
ability to implement corporate strategy and initiatives through management and employee
engagement and effective communications in order to build brands and achieve
business goals.
The group provides distinctive expertise in organizational effectiveness, culture
transformation, strategy implementation and accessibility, CEO transition and positioning,
internal branding, post-merger integration, labor-management relations, internal
communications programming and research/measurement.
www.change.edelman.com
To discuss the implications of change for your organization or for additional
information, contact:
Gary F. Grates
President and Global Managing Director
Edelman Change and Employee Engagement
+1 212-704-8184
gary.grates@edelman.com
28. About Edelman
Edelman is the world’s largest independent public relations firm, with 3,200
employees in 52 offices worldwide. Edelman was named Advertising Age’s
top-ranked PR firm of the decade; Adweek’s “2009 Agency of the Year”;
PRWeek’s “2009 Agency of the Year” and “UK Consultancy of the Year”; and
Holmes Report’s “Agency of the Decade,” “2009 Best Large Agency to Work
For” and “2009 Asia Pacific Consultancy of the Year.” Edelman owns specialty
firms Blue (advertising), StrategyOne (research), BioScience Communications
(medical education and publishing), and MATTER (sports and entertainment).
Visit www.edelman.com for more information.