Change experience checklist
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Maven was commissioned by a large automobile company to assess how well it had managed a recent business transformation involving a change in ownership and new ERP system implementation. Maven interviewed key individuals using its Change Experience Checklist and produced a report summarizing its findings, including a baseline of the company's change management capabilities and recommendations to address in future change plans. The report provided division heads insight into staff perceptions and awareness of changes to help predict and manage resistance during an ambitious growth transformation program.
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The Programme Director realized that existing project processes focused on delivery but provided little guidance for planning and implementing business changes. Discussions with managers found a low understanding of change management, with many believing changes were the sole responsibility of project managers. Maven developed a business transformation framework similar to the project framework in use. Workshops communicated a standard set of change activities that could be applied across projects and programmes, and participants took ownership of the outputs and creating their business change lifecycle. The framework has now been implemented across the organization and is becoming accepted practice, with reference to it appearing in other initiatives.
business process reingeenering
The document discusses Business Process Reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, and speed. The document outlines several key steps to successfully implementing BPR, including preparing for reengineering, assessment of current processes, developing and testing new processes, and implementing the new system. It notes both advantages and disadvantages of BPR, such as improved customer focus but also potential lowered employee morale during changes. The document also compares BPR to Continuous Process Improvement (CPI), noting their differences in scope, management involvement, and approach to process changes.
Samsung communication plan
This communication plan outlines Samsung's strategy to address issues that led to the Galaxy Note 7 battery defects. The plan proposes using technology like phones, social media, emails and web conferences to launch a communication campaign with four phases: preapproval, developing need for change, midstream change, and confirming change. Customer satisfaction surveys will be used to test the effectiveness of management's response and gauge organizational change. Feedback will be gathered through continuous monitoring, responding to customer needs, implementing customer-focused changes, and management review. The plan explains how Samsung will address negative responses by apologizing, offering compensation and informing customers of changes. Overall, the communication plan aims to improve communications, overcome resistance to change, create commitment to changes, and incentiv
Catalyft midstream experience case
This document summarizes an engagement to improve operational excellence at a $300 million midstream energy services company. Key results included a 12% reduction in operating expenses, a 21% increase in processing productivity, and establishing a project management office. The engagement team implemented standardized processes, tools and training to bolster processing, maintenance, transportation and project management capabilities over 36 weeks. This included developing improved capacity planning, management dashboards, and training to better utilize performance metrics and drive operational improvements.
Changing Change Management
This document discusses approaches to improving change management success rates. It begins by noting that change is constant but change management failure rates remain high, despite decades of advice. It argues that a systematic, disciplined approach is needed. The document then outlines elements of an integrated change management approach called the "Change Delta", including:
- Executional certainty, which provides transparency into progress and issues to enable course corrections.
- Enabled leaders who own the change vision and speak with one voice, having the tools and training to manage change.
- An engaged organization where employees at all levels understand and can manage change.
- Governance, program management, and a program management office that provide structure, accountability and information
Bc hydro enterprise change management frame work
Bc Hydro needed to transform to respond to changing technological, social, and economic environments. It initiated gradual, transformational change through different projects and activities to improve business operations while supporting impacted employees. The changes at Bc Hydro followed a "blue change" model of careful planning and rational implementation. Change practitioners formed a network to coordinate change efforts across the organization in support of Bc Hydro's long-term goals. This network developed seven success factors to evaluate initiatives and worked to integrate change management into current and upcoming projects. Looking ahead, further priorities include integrating change management into project methodologies for a seamless transformational approach.
Organizational Change Management and Communications
The document discusses organizational change management and communications. It defines organizational change management as helping move an organization from its current state to a desired future state through a transition period. The goals of change management are to align leadership, manage changes, and enable organizational transformation. Key aspects of change management include building alignment, enabling the organization to transform, managing the change process, and effective communication. Stages of change management include build, enable, manage, and communicate. Risks and mitigation strategies are also discussed.
RE-DESIGN BUSINESS PROCESSES AND ENGAGE EMPLOYEES TO BEST UTILIZE ERP SOFTWAR...
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S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
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e
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e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
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Change experience checklist
- 1. Change experience checklist - a large automobile company The client had recently changed ownership from a very ‘hands-on’ multinational operating standard global processes and procedures to one that expected local management whose effectiveness is primarily judged by profitability contribution. It has also initiated implementation of an Enterprise Resource Planning tool which will significantly change business processes. The organisation has ambitious growth plans over the next three to five years and is putting in place a structured transformational change programme to meet the plan, taking the opportunity to re-engineer business processes in order to improve efficiency. Maven was asked to assess how well the organisation had managed business transformation and to identify the internal capability to implement change and build confidence across the organisation that the business transformation would be a success. Maven was commissioned to produce a Transformation Maturity Assessment Report using Maven’s Change Experience Checklist™ as the basis of a series of interviews with key individuals. We summarised our findings in a report presented to directors, with a baseline showing how good it was at managing business transformation and recommendations for critical areas to address in change plans. Division heads now have a clear indication of staff perceptions of the change, staff involvement in the change and their awareness of processes for the change, and can now use Maven’s recommendations as the basis for predicting and anticipating resistance, monitoring and controlling it and planning their strategy for successful business transformation. Copyright © Maven Training Ltd 2011 www.maventraining.co.uk І 020 7089 6161