This presentation provides an overview of the "Change Management Toolkit"—a comprehensive set of 18 videos, facilitator guides and handouts for preparing stakeholders at all levels to successful adopt organizational change. Includes detailed descriptions of each module.
For more information about the Change Management Toolkit and how it can help your organization, please see www.tbointl.com
Transforming Business Operations: Our Name is Our Mission
TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.
This toolkit explains the underlying processes of Change and recommends practical actions to overcome resistance faster and move towards the adoption of change (new skills, new values, new bahaviours).
This document provides guidance for executives to lead an agile mindset through executive product ownership. It discusses enabling innovation from teams while providing alignment and autonomy. Key points include guiding from the center to enable edge innovation, being a role model for agile practices, and using data-oriented feedback to empower teams to solve problems across organizational boundaries. Executives should review team data to sponsor experiments addressing impediments and prioritize cross-cutting challenges.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
The document discusses lean construction and continuous improvement. It begins with an overview of lean principles like identifying value-adding vs. non-value adding work and minimizing waste. Tools discussed include value stream mapping, 5S, SMED (Single Minute Exchange of Dies), and the PDCA (Plan-Do-Check-Act) cycle. Continuous improvement requires engaging workers to iteratively improve quality and efficiency through small incremental changes, some of which could lead to innovation. Barriers include maintaining momentum and ensuring leadership support.
This toolkit explains the underlying processes of Change and recommends practical actions to overcome resistance faster and move towards the adoption of change (new skills, new values, new bahaviours).
This document provides guidance for executives to lead an agile mindset through executive product ownership. It discusses enabling innovation from teams while providing alignment and autonomy. Key points include guiding from the center to enable edge innovation, being a role model for agile practices, and using data-oriented feedback to empower teams to solve problems across organizational boundaries. Executives should review team data to sponsor experiments addressing impediments and prioritize cross-cutting challenges.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
The document discusses lean construction and continuous improvement. It begins with an overview of lean principles like identifying value-adding vs. non-value adding work and minimizing waste. Tools discussed include value stream mapping, 5S, SMED (Single Minute Exchange of Dies), and the PDCA (Plan-Do-Check-Act) cycle. Continuous improvement requires engaging workers to iteratively improve quality and efficiency through small incremental changes, some of which could lead to innovation. Barriers include maintaining momentum and ensuring leadership support.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
The Lean Enterprise Institute (LEI) is a non-profit education and research institute based in Cambridge, MA with over 300,000 members from various industries. It was founded in 1997 by Dr. James Womack to promote lean thinking and practice through various programs. LEI helps organizations apply lean principles via collaborative partnerships that involve leadership development, training, improvement projects, and knowledge sharing among its partner organizations.
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
The document discusses lean management approaches that can help financial institutions scale lean transformations across their entire enterprises. It outlines three key assumptions about how institutions can derive the greatest value from lean. First, comprehensive lean transformations can yield improvements in productivity as well as other areas like speed, quality, customer loyalty and growth. Second, superficial tool-focused approaches are not enough; lean must be ingrained in management practices and culture. Third, sustaining changes requires winning over both frontline staff and senior leaders to fully embed the new way of working. The document features interviews with executives who discuss how their institutions expanded lean initiatives throughout complex, global organizations.
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
Agile Network India | Continuous Improvement in Agile | Shalini ReddyAgileNetwork
The document discusses continuous improvement in Agile processes. It states that retrospectives, which are meetings at the end of each sprint to discuss what went well, what didn't, and how to improve, are key to continuous improvement. Effective retrospectives have action items tracked to completion. A case study shows that using digital tools like shared boards for virtual retrospectives and action tracking backlogs helped ensure actions were completed, improving engagement, ideas, and outcomes. Continuous improvement is built into the Agile methodology through regular retrospectives.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
The document outlines an agenda for a CAP Model Workshop over two days that will cover topics such as leading change, creating a shared need for change, shaping a vision for change, mobilizing commitment to change, and monitoring progress of change implementation using various change management tools.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
The document proposes implementing a Lean approach at a lab to improve productivity, reduce waste, and establish a Lean culture. It recommends a hybrid consulting model involving diagnostic assessments, training staff on Lean tools and methods, conducting improvement projects under consultant guidance, and cultural changes to sustain results. This approach aims to quickly generate results to gain buy-in for a longer-term Lean transformation applying the culturalization model to all staff. The proposal compares models and outlines the consultants' roles, credentials, and examples of significant ROI other clients have achieved through Lean interventions.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
This document summarizes a presentation given by Jacqui Alexander and Margaret Huggins on integrating organizational development, project management, and Lean Six Sigma principles to improve business performance at GSK. The presentation aimed to share GSK's story of creating an Accelerating Delivery and Performance (ADP) team that combines these disciplines, provoke thinking about how collaborating across specialties can boost impact, and provide insights that may apply elsewhere. The ADP approach was developed based on opportunities identified in Lean, OD and PM. It established principles of accelerating change and fundamentals for delivery. The ADP team applied its hybrid approach across projects, learning lessons to build momentum and scale up its work, eventually embedding and adapting its methods more broadly.
The document discusses the concept of "viral change" as an alternative approach to traditional change management in organizations. Viral change proposes that small, incremental behavioral changes initiated by just a few individuals can spread rapidly through social networks and tipping points to create sustainable organizational change. It argues that focusing on changing behaviors rather than processes can allow for flexible change to occur more quickly than traditional top-down approaches. The document also outlines various strategies and concepts from the book such as using language and stories to spread new behaviors, identifying influential individuals to help changes spread, and revisiting common assumptions about how change occurs in organizations.
This document provides background information on Richard Branson and his business strategies as the founder of the Virgin Group. It discusses how Branson started various failed business ventures as a teenager before successfully launching a mail order record business. It then summarizes how Branson expanded Virgin into music, airlines, and other industries by directly competing against larger competitors. The document outlines Branson's strategies of portraying Virgin as an underdog and using publicity campaigns and lawsuits to gain advantages over rivals like British Airways.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
The Lean Enterprise Institute (LEI) is a non-profit education and research institute based in Cambridge, MA with over 300,000 members from various industries. It was founded in 1997 by Dr. James Womack to promote lean thinking and practice through various programs. LEI helps organizations apply lean principles via collaborative partnerships that involve leadership development, training, improvement projects, and knowledge sharing among its partner organizations.
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
The document discusses lean management approaches that can help financial institutions scale lean transformations across their entire enterprises. It outlines three key assumptions about how institutions can derive the greatest value from lean. First, comprehensive lean transformations can yield improvements in productivity as well as other areas like speed, quality, customer loyalty and growth. Second, superficial tool-focused approaches are not enough; lean must be ingrained in management practices and culture. Third, sustaining changes requires winning over both frontline staff and senior leaders to fully embed the new way of working. The document features interviews with executives who discuss how their institutions expanded lean initiatives throughout complex, global organizations.
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
Agile Network India | Continuous Improvement in Agile | Shalini ReddyAgileNetwork
The document discusses continuous improvement in Agile processes. It states that retrospectives, which are meetings at the end of each sprint to discuss what went well, what didn't, and how to improve, are key to continuous improvement. Effective retrospectives have action items tracked to completion. A case study shows that using digital tools like shared boards for virtual retrospectives and action tracking backlogs helped ensure actions were completed, improving engagement, ideas, and outcomes. Continuous improvement is built into the Agile methodology through regular retrospectives.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
The document outlines an agenda for a CAP Model Workshop over two days that will cover topics such as leading change, creating a shared need for change, shaping a vision for change, mobilizing commitment to change, and monitoring progress of change implementation using various change management tools.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
The document proposes implementing a Lean approach at a lab to improve productivity, reduce waste, and establish a Lean culture. It recommends a hybrid consulting model involving diagnostic assessments, training staff on Lean tools and methods, conducting improvement projects under consultant guidance, and cultural changes to sustain results. This approach aims to quickly generate results to gain buy-in for a longer-term Lean transformation applying the culturalization model to all staff. The proposal compares models and outlines the consultants' roles, credentials, and examples of significant ROI other clients have achieved through Lean interventions.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
This document summarizes a presentation given by Jacqui Alexander and Margaret Huggins on integrating organizational development, project management, and Lean Six Sigma principles to improve business performance at GSK. The presentation aimed to share GSK's story of creating an Accelerating Delivery and Performance (ADP) team that combines these disciplines, provoke thinking about how collaborating across specialties can boost impact, and provide insights that may apply elsewhere. The ADP approach was developed based on opportunities identified in Lean, OD and PM. It established principles of accelerating change and fundamentals for delivery. The ADP team applied its hybrid approach across projects, learning lessons to build momentum and scale up its work, eventually embedding and adapting its methods more broadly.
The document discusses the concept of "viral change" as an alternative approach to traditional change management in organizations. Viral change proposes that small, incremental behavioral changes initiated by just a few individuals can spread rapidly through social networks and tipping points to create sustainable organizational change. It argues that focusing on changing behaviors rather than processes can allow for flexible change to occur more quickly than traditional top-down approaches. The document also outlines various strategies and concepts from the book such as using language and stories to spread new behaviors, identifying influential individuals to help changes spread, and revisiting common assumptions about how change occurs in organizations.
This document provides background information on Richard Branson and his business strategies as the founder of the Virgin Group. It discusses how Branson started various failed business ventures as a teenager before successfully launching a mail order record business. It then summarizes how Branson expanded Virgin into music, airlines, and other industries by directly competing against larger competitors. The document outlines Branson's strategies of portraying Virgin as an underdog and using publicity campaigns and lawsuits to gain advantages over rivals like British Airways.
Change Management-Management Skills Development Project Health Informatics Su...Sunil Nair
This document summarizes a case study of the merger between Manulife Financial and John Hancock, and the acquisition of Maritime Life, a Canadian insurance company. Key points:
1) Manulife acquired John Hancock in 2003, including its subsidiary Maritime Life, which had a close-knit culture.
2) Downsizing and cultural changes after the merger led to dissatisfaction among Maritime Life employees.
3) A new manager with a different leadership style struggled to engage employees who were anxious due to lack of communication.
4) The case shows the importance of change management and leadership skills for successful post-merger integration.
Get a glimpse of what happens behind the scenes during a merger or acquisition and restructuring through a collection of short stories.
The truth can hurt. Many change management guides will suggest line managers as the preferred messenger. Managers who have not been “people managers” will find it particularly challenging to initiate difficult conversations. They have no starting point … and they will not admit it. They just know it will
be awkward to start having those conversations when times are rough.
Leaders need to be clear what types of managers they have. That is critical to developing the communication and change management plan. Allow yourself to experience the emotions and contemplate what it means to be G.R.A.C.I.O.U.S. when it matters the most.
The NBC Universal Comcast merger caused significant organizational change. Comcast merged with NBC after deals with Disney fell through, seeking to become a larger media company. Brian Roberts claimed the merger would create an ideal entertainment company. NBC addressed potential employee opposition through a "tell and sell" approach, giving employees Comcast stock, theme park passes, and a book for feedback. External opposition came from politicians like Al Franken, who worried about monopolization. NBC structured new leadership under Steve Burke to oversee the combined companies while allowing existing executives to maintain roles, facilitating the transition. Though Franken strongly opposed the merger, it was approved. Organizational change requires addressing reasons for change and dealing with internal and external opposition.
This document discusses the need for mergers and acquisitions to go beyond risk avoidance and focus on creating transformational value. It notes that traditional merger integration focuses too much on avoiding failure through strict processes and checklists, rather than identifying new sources of value. The document advocates that mergers should pursue both "combinational" synergies through standard best practices, as well as "transformational" opportunities that create breakthrough value through flexibility. It provides recommendations for mergers to take an expanded view of value opportunities, look beyond standard integration approaches, and fully commit to targeted transformational efforts in order to achieve the highest levels of value creation.
Managing hr during mergers &; acquisitionsAnushka Kapoor
The document discusses various HR challenges faced during mergers and acquisitions (M&A). It notes that improper handling of HR issues is a major reason M&As fail. When Tech Mahindra acquired Satyam, the HR department faced challenges in retaining employees and restoring faith in the company. Initiatives included a sales reboot campaign, special induction programs, recognition schemes, and improved communication channels to address issues arising from job uncertainty, culture changes, and the Satyam scandal.
Managing HR and Culture Integration During Mergers and Acquisitions Argyle Executive Forum
Marty Kunz, Vice President of Human Resources at C&J Energy Services, provided tips about how organizations can manage HR and culture integration during transition periods in his presentation at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. During his presentation, “Managing HR and Culture Integration During Mergers and Acquisitions,” Kunz noted it is nearly impossible to plan for everything during a merger or acquisition, but preparing for myriad scenarios and remaining flexible can help an organization avoid pitfalls.
According to Kunz, an organization could alienate employees if it fails to adapt its HR and culture to their needs following a merger or acquisition. Kunz also pointed out that an inflexible organization risks losing money after a merger or acquisition takes place too: “If you come in headstrong with a game plan and it’s my way or the highway, you’re going to ruin probably what it was that made the acquisition attractive to begin with … You’ll be left with an entity that is much less valuable than your company probably paid big dollars for to buy them to begin with.”
In addition, Kunz noted an organization’s culture will find a way to develop itself, regardless of planning. An organization should expect some change following a merger or acquisition, Kunz said, but an organization also should understand that integrating new employees into its culture typically is a slow, gradual process: “In any acquisition, you’ve always got to plan on some attrition and change just for the sake of change is going to cause you to lose people … You try to minimize that impact and hopefully it’s not too large a number, but you’ve got to plan on that.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/managing-hr-and-culture-integration-during-mergers-and-acquisitions-marty-kunz-vice-president-human-resources-cj-energy-services/#sthash.M9MxScy8.dpuf
Cultural Alignment Post Merger Linked Incindyhardy
This document discusses cultural alignment in mergers and acquisitions. It notes that organizational culture is important and can differ between companies. A case study of a law firm merger is presented where the cultures were vastly different. Pre-merger work to understand differences and set new standards was important. Change management is key, and must address people systematically with communication and involvement. Alignment models provide steps like unfreezing the current culture and refreezing into a new integrated culture over time.
Mergers and Acquisitions - The Value of HR After the Deal Careerminds
Mergers and Acquisitions - The Value of HR After the Deal
Oftentimes it's an alluring, seductive business proposition—Mergers and Acquisitions. And as the economy strengthens, the number of them brewing is on the rise. That can add big dollars to companies' bottom lines. But, did you know that, on average, only about 30% of acquirers actually pull off a successful deal?
M&A is a complex endeavor with considerable room for deals to fall apart. Human resources' role in the due diligence and integration processes has the potential to better define where the actual value is in a deal beyond mere 'synergies' and pay and benefits integration. These unique HR-driven insights can add a significant, critical perspective to executives who rely on deep data that get to the heart of why (or why not) to move forward with a merger or acquisition. In short, there's a lot more room for HR to support value creation in M&A than you may have originally thought.
In this one-hour webinar, participants will learn how to apply M&A concepts to the due diligence process and post-integration initiatives. The following topics will be discussed:
• The critical role you can expect to play with respect to due diligence prior to a merger or acquisition
• How to integrate and join forces following the merger
o What makes the difference
o The key factors that drive success
o Strategies for getting stakeholders on board so you can bring about positive results
o Communicating effectively before, during, and after changes take place
• Applying basic merger and acquisition principles to other organization change initiatives
WHEN: Tuesday, January 15, 2:00 – 3:00 PM (ET)
Click to register now.
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ABOUT THE SPEAKER
Adrianne Miller
Founder, The Miller Group HRS
Adrianne Miller is principal and founder of The Miller Group HRS, a provider of strategic human capital advisory services connecting human capital strategy to business strategy. She has over 30 years of strategic and practical human resources experience and has significant experience leading organizations through due diligence and integration during successful mergers and acquisitions that create value for the organization. Adrianne currently serves on the Board of Directors of Big Brothers Big Sisters of Southeast Pennsylvania, and on Virtua Hospital's HR Board Committee. An accredited Certified Compensation Practitioner, she also serves as an editorial board member for the Employer Resource Institute’s California Employer Advisor publication.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
This document provides an overview of change management, including:
- Change management involves communication, influencing, and planning skills to move an organization from its current state to a new state. It differs from project management by focusing on adoption rather than delivery.
- Change management is important because change is constant and affects individuals, teams, and the entire organization. It requires planning, management, and control to ensure the right changes are implemented.
- Benefits of change management include clarifying roles, reducing failed initiatives, faster implementation, and less duplicated efforts.
Pm role in transformation shebanov pm day - alex shebanovLviv Startup Club
The document discusses the roles of project management and change management in organizational transformation. It states that transformation programs often fail due to an imbalance between managing change (attitudes and behaviors) and project management (tasks and activities). Both change management and project management are needed to guide the transition from the current to the future state, implement new processes, and ensure benefits realization. Key factors for successful transformation include strong sponsorship, effective planning, communication, stakeholder engagement, and monitoring of risks, resources and benefits.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
Managing Change conference-Gillian Perry presentationmckenln
Gillian Perry has over 10 years of experience leading change management initiatives. She discussed lessons learned from change project successes and failures. Successful change involves participation from leadership, frontline managers, and employees. It requires continuous communication, an experienced team, and a well-planned approach tailored to the specific change. Participation leads to higher success rates, including allowing frontline employees to take initiative to drive change. Different personalities prefer different levels of involvement. Finally, she introduced the Change Management Institute as a resource for networking, development, and staying up to date on change management topics.
Changeworks Communications is a marketing and communications firm established in 2007 that specializes in change management. It has 4 employees and a network of 8 associates with expertise in areas like marketing, journalism, and training. The firm's approach involves conducting a readiness audit, developing a strategy aligned with client objectives, and implementing change. A key service is "The Embodied Brand" which uses workshops and facilitated sessions to help employees embody an organization's brand and change their behaviors to better achieve its goals.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
Lean change method toronto agile meetupagilebydesign
The document discusses various approaches to facilitating agile adoption using lean change principles. It introduces the Change Canvas as a tool for co-creating change plans in a collaborative way. Examples are provided of how the Change Canvas has been used to map out change contexts, agents, objectives, obstacles and plans. Scaling approaches are also discussed, such as managing coaching flows over time and predicting adoption progress. Overall, the document advocates applying lean change principles like co-creative change and validated adoption to customize agile transformation approaches.
This document discusses strategic change leadership and management. It provides an overview of the TRANSFORM model, an innovative change leadership model that takes a strategic approach. The TRANSFORM model encompasses change management, leadership development, and integrates several business sciences to guide organizations through cultural transformation and ensure long-term sustainability of changes. It outlines the key steps in the TRANSFORM model, including triggering change readiness, researching the organizational context, activating leadership, negotiating for alignment, and maintaining momentum for change.
In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
This document provides an overview of a company's change management services and approach. It discusses analyzing the impact of change, developing a change master plan, implementing change management activities like communication and training, and monitoring change readiness, progress and success. The company aims to facilitate organizational change processes with a focus on strategy, structure, processes, skills/behavior, tools, and cultural identity. It emphasizes assessing necessary "soft" changes to attitudes, values and behaviors.
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
This document provides an overview of change management training. It discusses why change management skills are important for organizations and outlines the key aspects that will be covered, including understanding change management dimensions, designing change management steps, and leveraging change management. It also references models for managing organizational change, including Kotter's 8-step problem-centered model and the appreciative 4-D model. The training is estimated to take 2-2.5 hours and provides examples and activities to help participants apply the concepts.
Training is a critical tool for successful organizational change and should focus on developing the specific skills and behaviors needed. Training will focus on how to be successful during and after changes, and will follow a process of context setting, needs analysis, and role-based training with certification. Change champions will be selected and trained to support the change effort through excellent communication, influence, commitment, and knowledge of the business. A participative design approach and communication tools will help sustain changes by establishing help resources and facilitating workshops for input and review. Individual transformation efforts aim to deal with uncertainty and ensure desired performance levels after changes.
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
The document discusses strategic change leadership and the TRANSFORM model for managing change. The TRANSFORM model is a novel approach that encompasses change management and leadership aspects. It involves 9 steps: 1) Triggering an emergency, 2) Researching the context, 3) Activating leadership, 4) Negotiating for alignment, 5) Strategizing a vision, 6) Forcing communication, 7) Optimizing empowerment, 8) Realizing innovation, and 9) Maintaining momentum. The goal is to help organizations implement deep, sustainable cultural changes through a strategic, structured process.
Erimo Consulting provides executive development capabilities for individuals and teams. Their offerings include personal productivity training, interpersonal communication skills, giving feedback workshops, and effective presentation skills courses. They also offer clinical project management training, executive coaching, and workshops on overcoming resistance to change. For teams, they provide effective meeting management training, building team dynamics programs, roles and responsibility charting assistance, and global team management courses. Their services help participants improve their skills and capabilities.
Similar to Change Activation Toolkit — An Opportunity Overview (20)
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Originally presented at XP2024 Bolzano
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Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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Enriching engagement with ethical review processesstrikingabalance
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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