2. WHAT IS CHANGE
MANAGEMENT?
It is a structured approach to shifting/ transitioning
individuals, teams and organizations from a current state
to a desired future.
For helping employees to accept and embrace changes in
their current business environment.
3. WHY THERE IS A NEED FOR A
CHANGE?
• Systems • Competition
• Processes • Innovation
• Culture • Upgrades
• Things could be better • New strategy
• Mergers • Outsourcing
• Acquisitions • Off-shoring
• Continuous improvement • Economy
• Take over • New technology
• Centralization
• Restructuring
4. FEW CHANGES OVER THE
YEARS
Nobody can go back and start a new beginning, but anyone can start
today and make a new ending.
5. CHANGE BLUE PRINT
• Serves as the basis for the post-change implementation plan by
determining:
What action to be taken
When the timescale for change
Who is to be affected and who is to be responsible for
leading the changes
How the actual blueprint
Why the logic behind the actions taken
6. INFORMATION GATHERING
Internal
informatio
n
gathering Key Areas:
Industry Personal
Benchmar Experienc Cultural fit
king e
Strategic fit
Informati Synergy Potential
on
Sources Management fit and style
Info teams Media
Corporate demographics
Structural fit
Market Previous
Knowledg change
e attempts
8. CHANGE VS TRANSITION
• External • Internal
• Organisational • Personal
• Quicker • Slower
• More visible • Less visible
• More predictable • Less predictable
• Physical • Psychological
• Tangible • Intangible
9. KOTLER CHANGE MANAGEMENT
MODEL
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short-term wins
Consolidate improvements and keep the momentum
for change moving
Institutionalize the new approaches
10. 5 PHASES OF CHANGE
• Only if change managers
understand these phases of
change, and only if they act
accordingly, they will be able
to successfully manage
change processes without
obliterating peoples
motivation and
commitment.
11. TEN POINTS OF POTENTIAL
FAILURE
1. A continued discrepancy between top management
statements of values or styles and their actual managerial
behaviour – Saying one thing and doing another
2. A big programme of activities without any clear goals for
change
3. Confusion between ends and means – the question of
‘training for what’ must be answered
4. Short-term perspective. Three to five years is a realistic time
framework for organisational change
5. Lack of coordination between a number of different activities
aimed at increasing organisational effectiveness
12. 6. Overdependence on others – either outside consultants
or inside specialists
7. Large gap between the commitment to change at the top
of the organisation and the transfer of this interest to the
middle of the organisation
8. Trying to fit a major organisational change into an old
organisational structure
9. The constant search for cookbook solutions
10. Applying an intervention or strategy inappropriately.
The tendency to apply someone else’s package
13. KEY FEATURES OF
LEADING CHANGE
Enrolling • Making the journey and destination compellingly attractive
• Helping people see a future they want to be part of
• Helping people find a purpose and meaning for themselves
• Requesting commitment
• Helping people see possibilities for their contribution
Enabling • Challenging self-limiting beliefs
• Setting (together) stretching targets
• Building self-esteem, confidence and trust
• Putting into action
• Building and sustaining people’s energy
Energising • Celebrating successes
• Giving recognition
• Expressing optimism
• Demonstrating the behaviours and values that are being
Exemplifying required of others
14. Purpose Picture Plan Part
•Explain the basic •Paint the picture • Lay out the plan for • Establish each person’s
phasing in the part in both the plan
purpose behind of how the outcome and the outcome
the outcome outcome will • Outline steps and • Show employees the
•‘What was the look and feel schedules in which role & their relationship
problem?’ •What is the people will receive to others. Until they see
information, training it they can’t adjust
•Who said so and outcome going to & support they need to hopes & fears to the
on what look, feel and make the transition new reality
evidence? sound like? • People oriented to tell • Show employees what
employees how and part they play in the
•What would have •How are people when their worlds are outcome & the
occurred if no going to get their going to change transition process
one had acted to work done and • Start with where
solve it? interact with people are & work
forward to leave the
•What could have each other? past behind and
happened to us if •How will a day emerge with new
that had occurred be organised? attitudes, behaviours
& identity
15. 8 RULES FOR SUCCESSFUL CHANGE
Rule 1: stay alive
Rule 2: start where the system is
Rule 3: never work uphill
Rule 4: innovation requires a good idea, initiative
and a few friends
Rule 5: load experiment for success
Rule 6: light many fires
Rule 7: keep on optimistic bias
Rule 8: capture the moment
16. CONCLUSION
Make your management of the change project
challenging. Provide the opportunity to develop
oneself and organization.
