In Executive Online\'s Challenge of Change report we explore how companies view and manage change. This groundbreaking report updates our original Challenge of Change report, published in 2002, with new research involving nearly 400 senior executives in roles where they’re responsible for business transformation programmes. It explores such challenging questions as: Is change used as a strategic tool to create better companies that are more able to remain successful, or is it used reactively, in an inward-facing way? What techniques and resources are being used to deliver change? How important are senior managers in this process? And above all, how successful are change programmes?
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
The inevitable constant forces on the triage of scope, time and cost, place change as one of the top priorities in organizational strategies.
Uncontrolled changes, regardless of size and complexity can form the antithesis of a stable corporate environment satisfying the exigencies and expectations of customers, affecting planned effort, cost constraints and ultimately success in projects. On the other hand, change has to be managed, monitored and controlled accordingly.
Briefly, Change Management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state. To this frame, Change and Project Management must be considered as integrated transitional activities. The success of the one largely depends on the success of the other. Project management can have enhanced strategic value, when there is a link between the level of effectiveness and how efficiently a project can provide relevant business value
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.
Afro Ant Conversation - Change Management ROI - 3 April 2014Afro Ant
This report documents the information gathered at the Afro Ant Conversation held on the 3rd of April 2014 on the topic of Change Management Return on Investment (ROI). The conversation included 24 professionals who work in the field of Change Management or work closely with Change Managers.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
The document describes a change management tool called Changemate. It aims to bridge the gap between informal change management and formal project management by taking a holistic approach. Changemate allows users to configure change portfolios and projects, execute assessments to collect data, analyze results using models, and manage change through engagement and dashboards. The tool formalizes and measures the change management process to improve adoption of change among organizational participants.
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
Change Management: Targeting the Human Element to Ensure Successful Implement...Felicia Mattson
The primary driver underlying the need for a change management program is the need to alter human behavior. Mount Sinai's Program Management Office understood their EMR implementation could not be successful utilizing traditional IT methods so it rolled out a robust Change Management plan to ensure a successful go live.
The inevitable constant forces on the triage of scope, time and cost, place change as one of the top priorities in organizational strategies.
Uncontrolled changes, regardless of size and complexity can form the antithesis of a stable corporate environment satisfying the exigencies and expectations of customers, affecting planned effort, cost constraints and ultimately success in projects. On the other hand, change has to be managed, monitored and controlled accordingly.
Briefly, Change Management is the strategic and structured approach for transitioning individuals, teams and organizations from a current state to a desired future state. To this frame, Change and Project Management must be considered as integrated transitional activities. The success of the one largely depends on the success of the other. Project management can have enhanced strategic value, when there is a link between the level of effectiveness and how efficiently a project can provide relevant business value
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.
Afro Ant Conversation - Change Management ROI - 3 April 2014Afro Ant
This report documents the information gathered at the Afro Ant Conversation held on the 3rd of April 2014 on the topic of Change Management Return on Investment (ROI). The conversation included 24 professionals who work in the field of Change Management or work closely with Change Managers.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
The document describes a change management tool called Changemate. It aims to bridge the gap between informal change management and formal project management by taking a holistic approach. Changemate allows users to configure change portfolios and projects, execute assessments to collect data, analyze results using models, and manage change through engagement and dashboards. The tool formalizes and measures the change management process to improve adoption of change among organizational participants.
This document provides a summary of key topics from a quarterly review issue including change management, mergers and acquisitions (M&A), benchmarking, and Russia. It discusses how change management can help organizations adapt more rapidly and engage employees during transitions. M&A activity is presented as essential for business growth but also highly complex, requiring swift benefit delivery. Benchmarking is portrayed as enhancing competitiveness by identifying problem areas and building confidence with facts about strengths and weaknesses.
Leading Organizational Transition Brochureyavanian
The document describes the Leading Organizational Transition: Train-The-Trainer Program, which certifies participants to deliver workshops on managing organizational and individual transition during periods of change. The 3-day program teaches William Bridges' three-phase transition model of endings, the neutral zone, and new beginnings. Participants will learn to guide organizations, leaders, and individuals through change successfully and minimize disruption. The program is offered in various cities from May to December 2011.
This document discusses various models and strategies for managing organizational changes. It begins by defining change management and describing Kurt Lewin's three-step model of unfreezing, transitioning, and freezing. Next, it outlines John Kotter's eight-step model for leading change and the ADKAR change management model. It also describes strategies for assessing readiness, developing vision, engaging leaders, communicating changes, and monitoring progress. Finally, it discusses the Apple Classroom of Tomorrow model and its five stages for educational technology adoption.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
The document provides an overview of the change factory company and their approach to leadership development. It discusses their focus on change management consulting and leadership development. Their leadership development programs aim to develop both informational and transformational learning using a variety of methods like training, coaching, projects and simulations. They tailor programs for specific client needs and situations.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
The document outlines a six step process to implement lean manufacturing in an organization. The steps include: 1) defining a mission statement and approval team, 2) analyzing the current state, 3) planning implementation, 4) gaining executive commitment, 5) executing the plan, and 6) achieving a competitive advantage through continuous improvement. People are key to the process and must be empowered and trained to drive ongoing improvements.
Change Leadership Opportunities for Project VulcanBill Blackwell
An overview of the current best-thinking on change management, circa 2002. Very little is different in 2015, largely because people and their motivations have not changed.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
Maturity Levels in Business Organisationssenbhaskar
Organizational maturity levels provide a framework for process improvement. There are typically five levels:
1) Oblivious organizations lack documented processes and rely on individuals.
2) Exploratory organizations begin researching collaboration and team structures.
3) Defined organizations establish clear strategies and define team roles for collaboration.
4) Adoptive organizations institutionalize processes and continuously improve.
5) Adaptive organizations optimize processes based on outcomes and innovation.
Understanding an organization's current maturity level helps to establish goals and guide process improvements.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
This document provides an overview of change management from a project implementation perspective. It discusses why change management is important for project success and defines key change management concepts. The document emphasizes the importance of communication for change management and provides tips for effective communication, including identifying stakeholders, tailoring messages, using multiple communication channels, and selecting communicators. It also stresses including change management tasks in project plans and treating them with the same importance as other project deliverables.
Managing Projects through Major Quality Changes-Casey Dusenbery, Ecolab marcus evans Network
Presentation by Casey Dusenbery, Vice President, RD&E, Ecolab, Speaker at the marcus evans Medical Device R&D Summit held in Pasadena California June 2017.
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
This document discusses change management challenges in modernization processes. It begins with an agenda on change management approaches and processes. It then discusses reactions to change, noting people experience various emotional states during transitions. The document outlines behaviors managers should follow to make change successful, including identifying opportunities and communicating vision. It also discusses risk management frameworks and the importance of integrating quality. Finally, it summarizes various theories on organizational change and change management standards and frameworks.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Educational Administration Practices with Total Quality Management (TQM)Timothy Wooi
This program focus on Quality Assurance and managing Organizational Change through Total Quality Management (TQM) and its application in a School setting; to provide and equip Participants with a better understanding of TQM and its practices.
to adopt TQM principles and practices to ensure best Quality delivered to customers.
to use quantitative methods to continuously improve organization’s processes, products and services.
Course Content
Quality Assurance and managing Organizational Change
TQM and its Application in School settings
Tools and Techniques for Total Quality Management
Steps in TQM Implementation building the Dream School
Advanced Standards for Quality School Systems
Introducing ISO 9001 International Quality Assurance and Lean Six Sigma
Ppm Solutions For It Governance, The User Perspectiveerwin_dunnink
The document discusses the use of project portfolio management (PPM) solutions to improve IT governance. It finds that the number of organizations implementing these solutions has grown rapidly between 2004 and 2007. However, only 19% currently use PPM solutions to support portfolio management processes, though 25% plan to in the future. While PPM is focused on prioritizing projects and programs, many organizations have yet to adopt software tools to manage their portfolios strategically and align projects with business goals.
I-Case Presentation: Stark ReAlity--Did you Know? Shift HappensStark ReAlity Check
Presentation made to marketing professionals from colleges and universities across the state of Indiana. Please share, but please give Amy Stark credit for original content, Karl Fisch and Scott McLeod for the information contained in the numerous, "Did you Know?" "Shift Happens" mash-ups and blogs that sprang from Mr. Fisch's original PowerPoint.
Sysdoc’s Chart, Challenge, Change™ is a unique improvement methodology.
It enables the organisation to fix inefficient or broken processes and to deliver business improvement which is continuous and sustainable. It can be applied to fix individual problem areas, or as part of a larger program.
Leading Organizational Transition Brochureyavanian
The document describes the Leading Organizational Transition: Train-The-Trainer Program, which certifies participants to deliver workshops on managing organizational and individual transition during periods of change. The 3-day program teaches William Bridges' three-phase transition model of endings, the neutral zone, and new beginnings. Participants will learn to guide organizations, leaders, and individuals through change successfully and minimize disruption. The program is offered in various cities from May to December 2011.
This document discusses various models and strategies for managing organizational changes. It begins by defining change management and describing Kurt Lewin's three-step model of unfreezing, transitioning, and freezing. Next, it outlines John Kotter's eight-step model for leading change and the ADKAR change management model. It also describes strategies for assessing readiness, developing vision, engaging leaders, communicating changes, and monitoring progress. Finally, it discusses the Apple Classroom of Tomorrow model and its five stages for educational technology adoption.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
The document provides an overview of the change factory company and their approach to leadership development. It discusses their focus on change management consulting and leadership development. Their leadership development programs aim to develop both informational and transformational learning using a variety of methods like training, coaching, projects and simulations. They tailor programs for specific client needs and situations.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.
The document outlines a six step process to implement lean manufacturing in an organization. The steps include: 1) defining a mission statement and approval team, 2) analyzing the current state, 3) planning implementation, 4) gaining executive commitment, 5) executing the plan, and 6) achieving a competitive advantage through continuous improvement. People are key to the process and must be empowered and trained to drive ongoing improvements.
Change Leadership Opportunities for Project VulcanBill Blackwell
An overview of the current best-thinking on change management, circa 2002. Very little is different in 2015, largely because people and their motivations have not changed.
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
Maturity Levels in Business Organisationssenbhaskar
Organizational maturity levels provide a framework for process improvement. There are typically five levels:
1) Oblivious organizations lack documented processes and rely on individuals.
2) Exploratory organizations begin researching collaboration and team structures.
3) Defined organizations establish clear strategies and define team roles for collaboration.
4) Adoptive organizations institutionalize processes and continuously improve.
5) Adaptive organizations optimize processes based on outcomes and innovation.
Understanding an organization's current maturity level helps to establish goals and guide process improvements.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
This document provides an overview of change management from a project implementation perspective. It discusses why change management is important for project success and defines key change management concepts. The document emphasizes the importance of communication for change management and provides tips for effective communication, including identifying stakeholders, tailoring messages, using multiple communication channels, and selecting communicators. It also stresses including change management tasks in project plans and treating them with the same importance as other project deliverables.
Managing Projects through Major Quality Changes-Casey Dusenbery, Ecolab marcus evans Network
Presentation by Casey Dusenbery, Vice President, RD&E, Ecolab, Speaker at the marcus evans Medical Device R&D Summit held in Pasadena California June 2017.
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
This document discusses change management challenges in modernization processes. It begins with an agenda on change management approaches and processes. It then discusses reactions to change, noting people experience various emotional states during transitions. The document outlines behaviors managers should follow to make change successful, including identifying opportunities and communicating vision. It also discusses risk management frameworks and the importance of integrating quality. Finally, it summarizes various theories on organizational change and change management standards and frameworks.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Educational Administration Practices with Total Quality Management (TQM)Timothy Wooi
This program focus on Quality Assurance and managing Organizational Change through Total Quality Management (TQM) and its application in a School setting; to provide and equip Participants with a better understanding of TQM and its practices.
to adopt TQM principles and practices to ensure best Quality delivered to customers.
to use quantitative methods to continuously improve organization’s processes, products and services.
Course Content
Quality Assurance and managing Organizational Change
TQM and its Application in School settings
Tools and Techniques for Total Quality Management
Steps in TQM Implementation building the Dream School
Advanced Standards for Quality School Systems
Introducing ISO 9001 International Quality Assurance and Lean Six Sigma
Ppm Solutions For It Governance, The User Perspectiveerwin_dunnink
The document discusses the use of project portfolio management (PPM) solutions to improve IT governance. It finds that the number of organizations implementing these solutions has grown rapidly between 2004 and 2007. However, only 19% currently use PPM solutions to support portfolio management processes, though 25% plan to in the future. While PPM is focused on prioritizing projects and programs, many organizations have yet to adopt software tools to manage their portfolios strategically and align projects with business goals.
I-Case Presentation: Stark ReAlity--Did you Know? Shift HappensStark ReAlity Check
Presentation made to marketing professionals from colleges and universities across the state of Indiana. Please share, but please give Amy Stark credit for original content, Karl Fisch and Scott McLeod for the information contained in the numerous, "Did you Know?" "Shift Happens" mash-ups and blogs that sprang from Mr. Fisch's original PowerPoint.
Sysdoc’s Chart, Challenge, Change™ is a unique improvement methodology.
It enables the organisation to fix inefficient or broken processes and to deliver business improvement which is continuous and sustainable. It can be applied to fix individual problem areas, or as part of a larger program.
10 projects that challenge / change the concept of what communication isHelge Tennø
Do we fail to see the extent of what communication is / has become? Here are 10 projects that should / hopefully would change / broaden our idea of what communication is.
View the slides from The Challenge of Change, held at Media City UK on 31st Oct.
Presentations from:
Sir Andrew Stunell MP
Dr John Ashcroft, pro.manchester
Darren Westlake, Crowdcube
Rob Turner, Growth Observatory
Steve Black, International Rugby Coach
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
At the beginning of the day, it's all about possibilities. At the end of the day, it's all about results.
But in today's ultra-competitive marketplace, good results aren't good enough.
To win, you need to produce extraordinary results.
Extraordinary results come from extraordinarily performing teams. And where there is an extraordinary team, you can bet there is an inspiring leader.
That's why leadership - specifically, your leadership - matters.
- Quoted from the book: Leadership Matters, by Lee J. Colan (one of my favorite teachers).
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
A life of inspiration - Mahatma Gandhi 1869-1948Shivam Dhawan
Mahatma Gandhi, Father of our nation, whose profound spirituality and belief in justice inspired the world. In remembrance of his life of inspiration on his birth anniversary.
This is a stylization of a slideshow originally created by Karl Fisch, examining globalization and America’s future in the 21st century. It is designed to stand alone, without having to be presented in person. Enjoy!
This is an educational presentation exploring humanity's water use and the emerging worldwide water shortage. It is designed to act as a stand-alone presentation. Enjoy!
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. Researchers analyzed data from dozens of countries and found that lockdowns led to an average decline of nearly 30% in nitrogen dioxide levels across major cities. However, they also observed that the reductions in air pollution were temporary and that levels began to rise again as restrictions eased and human activity increased.
As humans, we never fail to think that we are highly intelligent beings, and that we are mentally superior than any other creatures found on Earth.
Well, that...... may be true.
However, we can be equally stupid and dumb too.
Worse still, we don't even realize it - in terms of how we can make erroneous judgments, decisions and choices, based on how our mind processes and filters information, as well as how our belief system works.
As intriguing and exciting this topic is to me, I find it difficult to illustrate the concepts involve, and that took me nearly 6 months to complete this work. (The Planning Fallacy in play?!) Throughout writing this deck, I've made a total of 8 major revisions before coming to this final piece.
I hope you'll find this deck both interesting and useful!
This document outlines a change management model and process called the "3 Dimensions of Change". It has three main components: 1) Communicating the change, 2) Determining how the change will happen, and 3) Analyzing the impact of the change. It also lists 30 specific steps to successfully launch a change program across six change activities. These include communicating the vision, stakeholder analysis, process mapping, training plans, change governance, and evaluating success. The model shows how the different change dimensions relate and can be applied across three phases: design, understand, and deliver the change.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
3 Reasons Why Change Management Is Important for Project Man.docxYoroflow
Change management is a structured approach to implementing changes in an organization. It involves planning, coordinating, and implementing changes in a way that minimizes disruption to the organization and maximizes the benefits of the change.
CMI Sydney presentation Building Enterprise Change Capability - Top Global T...Prosci ANZ
In this interactive presentation, Being Human Managing Director Catherine Smithson will highlight the top global trends in the emerging field of Enterprise Change Management, using insights from Prosci’s recently released 2016 Best Practices in Change Management Benchmarking Report.
This document provides an overview of change management. It discusses the increasing need for effective change management given the fast pace of change driven by technology. Change management involves both delivering structural changes like new systems as well as behavioral changes. It also discusses challenges in managing constant change and developing an approach that fits into existing governance frameworks. Finally, it covers the emergence of change management as a recognized profession with qualifications and certifying bodies.
The future of Change Management and why it matters to Project ManagersProsci ANZ
In 2017, we are seeing a new wave of awareness of the need for Change Management. More projects are resourced with Change Managers, more organisations are investing in change leadership training for managers and the number of certified change practitioners is rapidly increasing.
All good, then? Or is there a new set of challenges facing change practitioners today?
- The current state of Change Management
- Factors driving the new wave of awareness
- The upside and downside of where we are today
- What does the future hold for Change Management in the age of disruption?
This document discusses change management and quality principles. It provides a brief history of change management from the 1960s to present day. It outlines basic quality principles including constant feedback loops between quality assurance and quality control. The document also discusses change management policies and procedures, such as documentation, change control boards, and change control processes. It emphasizes the role of change management in project management and quality improvement.
This document discusses transition management and outlines its key aspects. Transition management refers to helping employees adapt to organizational changes by letting go of past ways of working and embracing new processes. It involves seven steps: developing a transition structure, creating tasks and plans, setting a hierarchy of objectives, gaining employee commitment, assigning responsibilities, and monitoring and evaluating the change. The transition management team must define and plan the change, implement communication and training plans, and sustain the change by measuring its impact and reinforcing new behaviors. Successful transition management requires a collaborative team approach.
(1) Change management helps organizations achieve project benefits and outcomes by driving employee adoption of new processes, technologies, and ways of working. (2) The level of "people dependence" of project benefits varies depending on factors like the number of employees impacted and the degree of change required. (3) Organizations are increasingly quantifying how much they should invest in change management based on which benefits depend most on employee adoption and which employee groups are critical to benefit realization.
Navigate the complexities of change and adapt seamlessly to turn all the changes into opportunities for growth and development. Gain the tools and insights necessary to guide both individuals and organization through successful transitions.
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.
This document discusses change management and its importance. It explains that change management is important to improve performance, minimize disruptions, and reduce impacts on productivity. It also discusses hiring change management consultants, who can help organizations smoothly transition through changes with minimal disruption. The document outlines change management from both an organizational perspective, focusing on strategies and communication, and an individual perspective, focusing on coaching employees. It stresses that effective change management can reduce employee turnover and resistance while accelerating changes.
2.The Ultimate Guide for Process Change Management in Business.pdfBelayet Hossain
This document provides an in-depth guide to process change management in business. It discusses what process change management is, the types of change management, and the phases of a change management process. It also covers change management templates, facets like change management in Agile and managing risks during change. Process change management refers to introducing and managing change in an organization through a systematic course of action to improve processes and adapt to evolving business needs. Effective change management is important for organizations to stay relevant and competitive in a changing business environment.
To my HR Colleagues, I have attached a Change Guide I developed to assist in managing change programs within the organisation. Its best served for small to medium change initiatives and takes on the assumption that you have already completed your financial and activity based analysis for data validation prior to change. I have not attached the worksheet inventory but please feel free to get in contact with me and I will be more than happy to provide these to you.
Change management is the process of preparing for and managing organizational change. It involves five main steps: 1) preparing the organization for change culturally and logistically, 2) crafting a vision and plan for change with goals and stakeholders, 3) implementing the planned changes, 4) embedding changes in the organizational culture, and 5) reviewing progress and analyzing results. Effective change management requires understanding the forces driving change, having a clear plan, strong communication, and addressing potential roadblocks. Quality management in projects aims to ensure consistency in meeting the customer's needs throughout a project by defining what quality means for that project.
The People Case: How to Convince Your Organisation to Invest in ChangeProsci ANZ
Having trouble convincing your stakeholders of the need to invest in Change Management capability? Do you face a constant challenge promoting the value of Change Management within your organisation?
Hear first-hand our practical tips on how to communicate the return on investment of Change Management.
Executives Online is an executive recruitment and talent engagement firm that cultivates top talent proactively through their social communities. They have a global reach with 20 offices across 3 continents. Their rigorous vetting and interview process helps ensure a 96% retention rate for candidates placed through their executive talent bank system.
Onderzoeksrapport Interim management 2014
Interim-management is een relatief nieuw fenomeen, maar er is al veel veranderd sinds dit fenomeen zijn intrede deed. Met dit rapport willen we interim-managers en bedrijven die overwegen een interim-manager aan te stellen meer inzicht geven in de huidige trends van de interim-managementsector. Wilt u weten wat een interim-manager voor uw bedrijf kan betekenen qua expertise, capaciteiten, inzichten en vooral ook resultaten? Neem dan contact met ons op.
This report draws together findings from comprehensive market research carried out in 2009, 2011 and 2013/14 - to create a complete and up-to-the-minute picture of the European interim sector.
Executives Online in The Interim Report explores trends in interim management including reasons for an interim manager being required, day rates and utilisation of interim managers themselves, demographics of interim managers (age, gender, length of experience, geographic location, primary area of functional expertise) and the diverse benefits clients derive from leveraging interims.
Interim Management is a concept we understand well. We have helped numerous clients transform their companies and identify top talent in these challenging times – often in the context of achieving rapid growth, business integration, reorganisations or exits.
The document provides an overview of trends in the European interim management market based on a survey of over 1,000 interim managers and clients. Some key findings include:
- Interim managers reported being busier in 2011 compared to 2009 during the recession. About 60% were currently engaged in work.
- Assignments have increased slightly to an average of 9.3 months. Over half of interim managers have more than 5 years of experience.
- Most interim managers (81%) are open to permanent roles, though commitment varies by country. Billing rates have stabilized after declines in 2009.
21st century Executive Recruitment. How organisations recruit Executives Toda...Executives Online Schiphol
Our research among over 1,200 European senior executives explores current trends in how organizations recruit executives, hiring expectations, and changes in recruitment criteria. Some of the most interesting findings address:
Does social media work for recruitment?
What candidate characteristic are organizations twice as concerned about as they were just 6 years ago?
What recruitment methods produce the most satisfactory results?
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
Social networking sites are playing an increasingly important role in recruitment according to a survey conducted by Executives Online. LinkedIn was found to be the most popular and useful social networking site for both job searching and recruitment. While over half of respondents had used social networking sites to search for jobs, and more reported finding jobs through these sites compared to the previous year, LinkedIn was still seen as more valuable than other sites like Facebook and Twitter. Most respondents believed that social networking sites would continue growing in importance for recruitment in the future, though they may not completely replace more traditional methods.
Weaving together findings from comprehensive market research carried out in 2009 and early 2011, The Interim Report (Europe) creates a complete and up-to-the-minute picture of the European interim sector (includes UK data).
in both editions of this report, Executives Online explores trends in interim management including reasons for an interim manager being required, day rates and utilisation of interim managers themselves, demographics of interim managers (age, gender, length of experience, geographic location, primary area of functional expertise) and the diverse benefits clients derive from leveraging interims.
Trends and developments report about Interim Management in The Netherlands. Holland has long been regarded as the “cradle of interim management”, where it emerged in the 1970s as a more flexible way of engaging management professionals
Our research aimed to answer a variety of questions about interim management:
• What is the typical profile of an interim manager in terms of gender, age, background, experience, and how they source assignments?
• What business sectors are more likely to use interim managers?
• How has the global recession affected the utilization and pay rates of interim managers?
• How does the pay scale of interim managers vary by functional area; by industry; and by geographic region?
• What qualities are most important in an interim manager, both from the perspective of interim managers themselves and also from a client perspective?
• What needs drive companies to seek interim management solutions?
• What is the role of interim management in the private equity arena?
• What trends are impacting the role of women in interim management?
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
1) The survey found that companies are making changes to their recruitment policies in response to the economic downturn, with many freezing or delaying recruitment. There is also a reduced use of consultants and contractors.
2) Respondents saw experience managing through a previous recession as important for senior staff during difficult economic times. This experience was thought to provide knowledge on effective strategies and a calmer leadership approach.
3) When considering opportunities, respondents noted the potential to focus on core priorities, achieve greater efficiency, and increased demand for interim management services during an economic downturn.
3. CONTENTS
Introduction 1
Research Objectives and Methodology 2
Survey Sample 3
Defining Change Management 4
Drivers of Change 6
Planned Change 9
Managing Change 10
Recession Impact 11
When Change Goes Wrong 12
Delivering Change 13
Conclusion 17
4. INTRODUCTION
The constancy of change is a reality that impacts every Other failures in driving change often derive on the
aspect of our lives, and how an organisation manages itself resourcing side. It is important not to “overtask” staff who
amidst this reality is critical to the success or failure of any need to worry about the day to day business, by requiring
business. At times change can seem gradual and them to drive change at the same time. Leaving change
evolutionary in nature; in other cases the change can come management including support in implementing change to
suddenly and dramatically. A healthy company must have professionals and dedicated staff will pay dividends in the
the ability to adapt as needed to whatever sort of change is long run.
required, and thus the process of change management has
become a significant area of interest for executives in every Making the business more innovative was cited as a reason
industry – especially as change seems to come more and or primary driver of change in only 3% in all the cases. In
more rapidly, and from every direction. the current business climate, the most difficult in many
years, most change programmes are created for defensive
Executives Online has studied change management since reasons like reducing costs, improving efficiency, improving
2002, with the publication of our first “Challenge of Change” quality and restructuring. Emergence of new technology
report. We have continued to update this information with was the primary driver of only 1% of change programmes.
new surveys and research over the years, and we are This indicates there must be major, under-exploited
happy to deliver the latest installment: a survey conducted opportunities for companies to embrace innovation for
in September of 2009 among 262 Netherlands-based competitive advantage. Finally, change must become
executives. embedded in corporate culture, as continuous improvement
– to eliminate the necessity of large-scale, disruptive
This survey was conducted amidst a global recession, a programmes, or to make such initiatives more positive and
time during which adaptation to a changed economic effective.
environment is critical to the very survival of many
companies. Our past survey results have shown a track We hope you enjoy this latest update on the ongoing
record of rather poorly-constructed and implemented challenge of change, and as always we welcome your
change programmes; we were interested to see if that reaction or feedback on any aspect of our report.
record had improved any and what lessons might have
been learned by companies on managing change Edwin Glas
programmes. We also wanted to learn about the impact of Managing Director
the recession on change programmes currently underway. Executives Online Netherlands
Many of the executives we surveyed mentioned the
necessity of good communications during any change
programme. When change programmes are initiated, there
must be focus and attention on the messages and
communication early in the process, to all of the
stakeholders. When this is overlooked, employees can feel
criticised or blamed, as if they’d done something wrong,
and this diminishes their openness to changing. Such errors
can produce a negative start, early in the process.
1
5. RESEARCH OBJECTIVES AND METHODOLOGY
Executives Online has been publishing the Challenge of Areas of inquiry included:
Change reports since 2002 and our goal has been to
understand how the practice of effecting change in an • Definitions and consensus on change management
organisation has been evolving over time. This year we were • Drivers of change
also curious to see how the global economic recession may • Current planned business initiatives
have impacted the drivers of, attitudes toward, and • Impact of the recession on change programmes
approaches to change. • Assessment of how well companies manage change
• How change tends to go awry
Our survey was conducted online in September of 2009, via • Causes underlying change programme failure
an online questionnaire to 262 Netherlands-based interim • Effectiveness and suitability of change management
managers and some of the senior executives in resources
organisations that could employ them. • Skills required by effective change managers
2
6. SURVEY SAMPLE
Of the survey sample, 6% identified as the “person
responsible for delivering a change initiative in your
organisation” and another 3% as the “owner of the
business case for a change programme (sponsor).” The
remainder divided nearly equally among “an interim
manager who has been engaged to deliver change” (25%),
“a senior manager or executive employed in an
organisation that is or was undergoing change” (23%), “an
interim manager” (23%), and “an independent change
management professional” (20%).
Who filled out survey?
An interim manager who has been engaged
3% to deliver change – 25%
6%
A senior manager or executive employed in
25% an organisation that is or was undergoing
change – 23%
20%
An interim manager – 23%
An independent change management
professional – 20%
23% The person responsible for delivering a
change initiative in your organisation – 6%
23%
Owner of the business case for a change
programme (sponsor) – 3%
“Change management is a structured
approach to transitioning individuals,
teams, and organisations from a current
state to a desired future state.”
3
7. DEFINING CHANGE MANAGEMENT
The majority of respondents believed that there was little
Do you believe there is consensus on what
consensus on the definition of “change management.”
change management is? That is, when someone
Less than a quarter felt that when someone used the
uses the phrase change management, that
phrase “change management,” it would be clear to others
others will instantly understand precisely what he
precisely what was meant.
or she means?
Yes
22%
No
78%
That said, when respondents were offered a possible
Do you agree with the following definition of
definition of change management, 90% agreed with that
change management: Change management is a
definition.
structured approach to transitioning individuals,
teams, and organisations from a current state to
a desired future state.
No
10%
Yes
90%
4
8. Alternative Definitions of “Change Management” A further point was that the process of change was not a
one-time thing, but an ongoing process:
While largely agreeing with the definition offered, respondents
did offer some modifications. Some respondents emphasised Change management is a more or less old-fashioned
that the transitions must focus on the “processes and concept in this world of continuous change. So every
procedures” required by the change in question. Others manager is more or less a change manager. In my view
added that any transition must be “aimed at achieving it is better to speak of different forms/levels of
tangible business results” and/or must “improve quality and intervention management.
competitiveness.” Another respondent argued that the word
“culture” must be included as “the culture makes the Finally, one respondent offered an alternative definition, one
difference: finance, strategy, and human resources are only that suggested that change management was both
results of the culture.” “structured” and “dynamic”:
One respondent focused on the timing aspect, noting that Change management is NOT a structured approach to
the change must be a gradual, or “evolutionary” one: transitioning individuals, teams or organisations from a
current state to a desired future state. I believe it's a
Change management is an evolutionary transitioning of structured, dynamic and economic way of adapting
individuals, teams and organisations to an expected your organisation to the changing necessities of your
desired future state. stakeholders while keeping close contact with those
stakeholders.
5
9. DRIVERS OF CHANGE
As for the primary driver of change, “increasing efficiency”
was most often cited, by 23% of respondents. “Corporate
restructure” (17%) was another important driver, along with
cost reduction (14%) and “quality improvement” (13%).
In the last change project you’ve witnessed or been part of, please indicate
the primary driver of that change:
Increasing efficiency 23%
Corporate restructure 17%
Cost reduction 14%
Quality improvement 13%
Looking for competitive advantage 10%
Falling sales 7%
Response to the current economic crisis 4%
Making the business more innovative 3%
Expansion into new markets 3%
Increased competition 2%
Globalisation 2%
Business relocation 1%
Emergence of new technology 1%
0 10 20 30 40 50 60
Number of Responses
6
10. When the question was expanded and respondents were
asked to indicate ALL drivers of change, “increasing
efficiency,” “cost reduction,” “quality improvement,” and
“corporate restructure” all remained at the top of the list.
More growth-oriented projects, such as “looking for
competitive advantage,” “making the business more
innovative,” and “expansion into new markets” also elicited
responses.
In the last change project you’ve witnessed or been part of, please indicate
ALL factors that were drivers of that change:
Increasing efficiency 66%
Cost reduction 59%
Quality improvement 54%
Corporate restructure 48%
Looking for competitive advantage 35%
Making the business more innovative 33%
Falling sales 24%
Expansion into new markets 22%
Increased competition 21%
Response to the current economic crisis 19%
Emergence of new technology 13%
Globalisation 13%
Business relocation 12%
0 20 40 60 80 100 120 140 160 180 200
Number of Responses
7
11. Fear or Ambition?
In our survey, respondents were divided as to whether most
business change is driven by fear or by ambition, with 56%
indicating “fear or defensive reasons” and 44% indicating
the more positive “ambition or expansive reasons.”
The reasons behind change were varied, and many
respondents said that “a combination” of both “ambition”
and “fear” were at play. One respondent commented: “it
started with ambition but changed into a defensive mode.”
Others noted that change occurred due to “anticipation of
changing circumstances” or “reaction to competitive market
developments.” Additional factors mentioned included
“financial pressure” and “pursuit of profits.” In any case,
however, some respondents noted again that the drivers
should not matter; “change should be an ongoing focus.”
Do you think most business change is driven by
fear, or ambition? That is, for defensive or
expansive reasons, respectively?
Ambition/ Fear/
Expansive Defensive
reasons reasons
44% 56%
8
12. PLANNED CHANGE
What business change initiatives are planned in your (or
your client’s) organisation for the next 12 months?
Business restructure 47%
Major cost reduction 38%
Introduce a major business improvement initiative 31%
Downsize workforce 26%
Introduce new technology 22%
Move into a major new market 17%
Merger or aquisition 16%
Relocate any operations overseas 8%
Divestment 5%
0 20 40 60 80 100 120 140
Number of Responses
Many initiatives were planned over the next 12 months,
Do you believe this is too much planned change
especially in the areas of “business restructure” (47%) and
for your organisation over the next 12 months?
“major cost reduction” (38%). Undoubtedly the global
economic recession has been driving these cost-oriented
projects. There is also, however, some appetite for more
expansive projects: “introduce a major business
improvement initiative” (31%), “introduce new technology”
(22%) and “move into a major new market” (17%). Yes 26%
For the majority of respondents, the planned changes
seemed manageable; nearly three-quarters did not feel it
would be “too much” for their organisations.
No 74%
9
13. MANAGING CHANGE
In general, how well do companies manage change?
120 47%
100
34%
Number of Respondents
80
60
40
10%
20 7%
2%
0 Quite well Fairly well Average Fairly poorly Quite poorly
Overall, respondents were not impressed with how well
companies manage change. Only 2% indicated that
companies manage change “quite well,” and only another
10% indicated “fairly well.” Thirty-four percent rated
companies as “average” in change management and over
half said either “fairly poorly” or “quite poorly.”
10
14. RECESSION IMPACT
As previous survey data has shown, the global recession
has had an impact on companies across the board. When
asked specifically about its effects on change programmes
already underway, almost 40% said the programmes were
“continuing but with more demanding requirements.”
Twenty-four percent said that “the majority” had been put on
hold; ten percent said that “a minority” had been put on
hold. Ten percent were continuing with diminished
requirements, and for 3%, activity had stopped completely.
Only 14% indicated that there had been no impact from the
recession.
What is the main impact the recession has had on change programmes
already underway in your or your client’s organisation?
Continuing but with more demanding requirements 39%
Majority have been put on hold 24%
No impact 14%
Minority have been put on hold 10%
Continuing but with diminished requirements 10%
Activity has stopped completely 3%
0 10 20 30 40 50 60 70 80 90 100
Number of Respondents
When asked specifically about its
effects on change programmes
already underway, almost 40% said
the programmes were “continuing but
with more demanding requirements.”
11
15. WHEN CHANGE GOES WRONG
Given respondents’ feelings on how poorly companies “walk the talk” by senior management was also a factor;
manage change, it is clear that much goes wrong. In terms “failure to communicate” was mentioned frequently as well.
of diagnosing specific issues, the most significant ones
seemed to be around staffing and timing: “failure to [Senior management is] not participating, not
empower staff so that they can deliver” (24%), “not allowing motivating the employees, which is unbelievably stupid
enough time for the change to be implemented” (15%), and because they are a part of it.
“expecting employees to do day jobs and also change
roles” (13%). Other problems included “no clear operational translation of
the change wanted” and “too many projects not aligned
When asked for additional comment, some respondents with each other, resulting in chaos.” At the end of the day,
noted there was often an “inconsistent message” and “too respondents observed that “change needs time, because
much top-down instead of bottom-up”. An unwillingness to it’s people work and they adjust only slowly.”
Where change goes wrong, what have you seen as the main cause?
Failure to empower staff so that they can deliver 24%
Not allowing enough time for the change to be implemented 15%
Expecting employees to do day jobs and also change roles 13%
No clear measurable targets 10%
Failure to appoint a committed change sponsor/champion 10%
Failure to identify the right changes to employ 9%
Failure to make decisions in a timely fashion 7%
Not implementing the change(s) quickly enough 5%
Failure to hire a change expert 3%
Not allowing enough budget 2%
Failure to gauge how much change is needed 2%
0 10 20 30 40 50 60
Number of respondents
12
16. DELIVERING CHANGE
Actually delivering on the planned change programme is the Management consulting firms – either “name brand” or
key challenge. A variety of different resources may be boutique/niche firms – were not used very often. There was
involved in a single change programme, depending on the usage of external players, however: external/independent
company and the magnitude of the change sought. The change management professionals (21%) and external
board (i.e., CEO/Managing Director) generally had a role interim/contract workers (23%).
(59%), and department heads were often involved as well
(49%). Internal teams (those for whom change
responsibilities were added to their usual responsibilities)
played a part almost half of the time.
In the last change project you have been part of, what resources have
been used to lead and deliver change? (tick as many as apply)
The board ie CEO/Managing Director 59%
Departmental heads 49%
Internal team: change responsibilities added to usual responsibilities 47%
External interim/contract workers brought in to
23%
deliver aspects of change programme
External/independent change management professionals 21%
Internal team: members seconded or otherwise
17%
100% applied to change programme
External “name brand” global consultancy firm 5%
External boutique or niche change management consultancy 4%
0 25 50 75 100 125 150 175
Number of respondents
13
17. Primary Resource vs. Effective Resource
Survey respondents were then asked to indicate which
resources had been the PRIMARY resource for change, and
then which resource had been the MOST EFFECTIVE
resource for the change. In most cases, the two statistics
aligned fairly closely. However, the board (i.e.,
CEO/Managing Director) was viewed as less effective
(relative to its usage), and internal teams dedicated to
change programmes and external/independent change
management professionals as more effective.
In the last change project you have been part of, which resource was the PRIMARY one used
to deliver change? Which was the MOST EFFECTIVE one used to deliver change?
Primary Resource for Change Most Effective Resource for Change
The board ie CEO/Managing Director 25%
18%
Departmental heads 23%
23%
Internal team: change responsibilities added to usual responsibilities 20%
19%
External/independent change management professionals 13%
16%
Internal team: members seconded or otherwise 9%
100% applied to change programme 13%
External interim/contract workers brought in to 7%
deliver aspects of change programme 8%
External “name brand” global consultancy firm 2%
1%
External boutique or niche change management consultancy 1%
2%
0 10 20 30 40 50 60
Number of respondents
14
18. Suitability Ratings
When asked to rate each role as to its “suitability for leading
change management,” respondents tended to favor
external/independent change management professionals,
as well as the board and department heads as being either
“excellent” or “average” in their suitability for leading
change management. Internal teams rated more highly
when they were “seconded or otherwise 100% applied to
the change programme.” External “name brand” global
consultancy firms fared the worst in suitability ratings.
Suitability Ratings
Excellent Average Poor
External/independent change management professionals 51%
39%
10%
The board ie CEO/Managing Director 47%
34%
19%
Departmental heads 46%
43%
12%
Internal team: members seconded or otherwise 41%
51%
100% applied to change programme 9%
External interim/contract workers brought in to 36%
46%
deliver aspects of change programme 17%
Internal team: change responsibilities added to usual responsibilities 26%
52%
21%
External boutique or niche change management consultancy 26%
50%
24%
External “name brand” global consultancy firm 13%
55%
32%
0 20 40 60 80 100 120 140
Number of respondents
15
19. Change Management Skillset Other Skills
Finally, survey respondents were asked to rank a list of skills Respondents added other skills they felt were important to
in terms of their importance to a person responsible for the role of an interim manager: “being able to make
delivering change. The top ranked skills were actually rather decisions,” “constantly being adaptive to change” and
generic qualities: “successful leadership skills,” “excellent “achieving and creating trust and cooperation.” One
communication skills,” and “personal charisma/ respondent clarified that “vision must come first;” another
persuasiveness.” Following next in ranked importance were caveat was that “while too often change is based on
more experience-related aspects: “experience in the books/theory, it’s really about people and attitude only.”
function in which the majority of change is concentrated”
and “experience in the organisation’s industry.” Change should always involve the people who will
maintain the changes. Change management is
therefore leadership and communication with the rest of
the business.
Please rank the following skills in terms of their importance Rank
to a person responsible for delivering change
Successful leadership skills 1
Excellent communication skills 2
Personal charisma/persuasiveness 3
Being goal-oriented 4
Experience in the organisation's industry 5
Successful track record in similar change management programme(s) 6
Experience in the function in which the majority of the change is concentrated 7
Marketing and sales capabilities 8
Technical acumen (modelling, analysis, mastery of formal analytical tools) 9
Sense of urgency 10
Patience 11
16
20. CONCLUSION
The “challenge of change” continues to stymie the majority many respondents, and given the lack of success
of companies. Consistent with previous survey results, our continually seen across the change programmes cited,
September 2009 respondents were not impressed with how perhaps employing more individuals with change
well companies manage change: just 12% said “quite well” management expertise might make sense.
or “fairly well” and well over half indicated either “fairly
poorly” or “very poorly.” Interestingly, the top-ranked skills for an effective change
manager tended to be more generic qualities vs. more
Corporate restructure, cost reduction and increasing specific or technical skills. Successful leadership and
efficiency were all viewed as significant drivers of change excellent communication skills as well as personal
and were also among the most common planned initiatives, charisma/persuasiveness all ranked highly. Many survey
which is not surprising amidst a global recession. Of the respondents commented on the critical importance of the
companies surveyed, just 14% said the recession had not “human side” of the change process, adding further
impacted their change programmes; 39% were continuing credence to the need for strong leadership, communication
but with more demanding requirements and other and persuasiveness.
programmes had either been put on hold, scaled back, or
stopped completely. The recession has necessitated change across most
companies and industries, and the ability of a company to
Change tended to “go wrong” when staff did not feel successfully navigate the tides of change will be a factor in
empowered and/or when they were expected to continue determining who survives. Finding the right formula for
with their day jobs as well as helping to implement change. effective change management: what to change; who should
There were also issues around lack of a committed change effect that change; and how to execute on the chosen
sponsor/champion, and of overall senior management programme... all of these elements require careful attention
commitment and engagement in the changes planned – for success.
another aspect that had come up repeatedly in past research.
Executives Online has a strong track record in finding
The board, department heads, and internal teams were all change management expertise; feel free to call us
commonly tapped to employ change. External/independent + 3 1 ( 0 ) 2 0 3 0 1 2 1 5 9 if you think we might be able
change managers also received a vote of confidence from to help.
Corporate restructure, cost reduction
and increasing efficiency were all
viewed as significant drivers of change
and were also among the most
common planned initiatives
17
21. ABOUT EXECUTIVES ONLINE
We offer a unique, full-service process which is a
balanced blend of technology and personal service.
Executives Online delivers fast-track executive resourcing – interim
management, project management, change management, and
permanent recruitment – leveraging our 80,000-strong Talent Bank of
senior executives. We source talent globally, via the Talent Bank
which is built and drawn upon by each of our growing network of
offices around the world.
We offer a unique, full-service process which is a balanced blend of
technology and personal service. Our approach attracts both the
best candidates and the most challenging opportunities, and enables
us to rapidly and effectively match them together in successful
placements.
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