A presentation on change management applied to the small business delivered to the Business Matters Network group on 4th May 2018 by Grant William Hamel
Lunch and Learn - Strategy Beyond the Hockey StickThe PNR
The document discusses strategies that companies can take to move up the "power curve" and increase their economic profits. It identifies five strategic moves that are most likely to lead to rising in the power curve rankings: 1) regular small acquisitions, 2) frequently reallocating capital between business units, 3) above-average capital expenditures, 4) strong productivity programs, and 5) innovations that improve differentiation. Combining multiple strategic moves significantly increases the odds of moving from the middle to top rankings.
High growth businesses do several things differently than average businesses. They have strong leadership with a clear vision and persistence. They establish a clearly defined culture and strategy that is implemented. They prioritize getting the best people and focus on careers over jobs with succession planning. They understand the financial requirements for growth and have good financial management systems. They systematize their business with consistent customer experiences and key performance objectives. Their business development focuses on a clear value proposition and customer outcomes with a repeatable sales process and accurate forecasting.
The document outlines solutions for small businesses facing drift and lack of focus in their long-term planning. It recommends that businesses 1) create a detailed plan with targets for 12 months, 2 years, and 5 years, 2) measure key financial and operational metrics to track progress towards targets, and 3) stay focused on the plan and on serving their core market and customers. Regular measurement against the plan and a focus on continuous improvement are presented as ways for small businesses to achieve sustainable growth.
The document discusses the 4 Disciplines of Execution framework for translating strategy into action. It explains that the 4 disciplines - focusing on the wildly important, acting on leading measures, keeping a compelling scoreboard, and creating a cadence of accountability - must be done sequentially and well to achieve breakthrough results. When applied, the disciplines tap into people's desire to win and produce extraordinary outcomes by overcoming the challenges of execution.
Small businesses are critical to the UK economy, employing 60% of private sector staff and accounting for 50% of private sector revenues. However, a 2012 study by the Federation of Small Businesses found small business confidence was at its lowest since 2010, with falling revenues partially due to weak Eurozone exports, decreasing profit expectations, and increasing costs from factors like energy and wages. Arinobe provides affordable consulting services to small businesses and start-ups to improve profitability, efficiency, and growth through operations modernization, workforce reinvention, and energized strategies.
This document summarizes a presentation on financial fitness. It discusses calculating expenses and income to determine a net worth. It recommends dividing savings into categories like regular savings, education savings, and investment savings. The presentation provides tricks for saving money like spending less than earned and looking for discounts. It advises investing savings rather than just storing money. Overall, the key to financial fitness is properly managing expenses, increasing income when possible, and appropriately allocating funds to savings categories.
The document provides strategies for surviving financially through difficult economic times. It outlines 5 cash flow strategies, 5 investment strategies, and 3 retirement strategies. The cash flow strategies include tracking spending, distinguishing between necessities and luxuries, and having emergency savings. The investment strategies focus on patience, realistic expectations, avoiding emotional decisions. The retirement strategies suggest flexibility, continuing some work, and protecting savings from inflation. The overall goals are to develop strategies to weather economic challenges and make informed financial decisions.
The document provides steps for effective governance and goal setting for an organization. It recommends understanding your strategy and priorities for the next 12-24 months. Key decisions should be categorized and priorities set for board-level, strategic, and functional initiatives. Goals should be set and cascaded down the organization, rallying employees around shared objectives. When setting goals, they should follow the SMART principles - being specific, measurable, attainable, relevant, and time-bound - to effectively mobilize teams.
Lunch and Learn - Strategy Beyond the Hockey StickThe PNR
The document discusses strategies that companies can take to move up the "power curve" and increase their economic profits. It identifies five strategic moves that are most likely to lead to rising in the power curve rankings: 1) regular small acquisitions, 2) frequently reallocating capital between business units, 3) above-average capital expenditures, 4) strong productivity programs, and 5) innovations that improve differentiation. Combining multiple strategic moves significantly increases the odds of moving from the middle to top rankings.
High growth businesses do several things differently than average businesses. They have strong leadership with a clear vision and persistence. They establish a clearly defined culture and strategy that is implemented. They prioritize getting the best people and focus on careers over jobs with succession planning. They understand the financial requirements for growth and have good financial management systems. They systematize their business with consistent customer experiences and key performance objectives. Their business development focuses on a clear value proposition and customer outcomes with a repeatable sales process and accurate forecasting.
The document outlines solutions for small businesses facing drift and lack of focus in their long-term planning. It recommends that businesses 1) create a detailed plan with targets for 12 months, 2 years, and 5 years, 2) measure key financial and operational metrics to track progress towards targets, and 3) stay focused on the plan and on serving their core market and customers. Regular measurement against the plan and a focus on continuous improvement are presented as ways for small businesses to achieve sustainable growth.
The document discusses the 4 Disciplines of Execution framework for translating strategy into action. It explains that the 4 disciplines - focusing on the wildly important, acting on leading measures, keeping a compelling scoreboard, and creating a cadence of accountability - must be done sequentially and well to achieve breakthrough results. When applied, the disciplines tap into people's desire to win and produce extraordinary outcomes by overcoming the challenges of execution.
Small businesses are critical to the UK economy, employing 60% of private sector staff and accounting for 50% of private sector revenues. However, a 2012 study by the Federation of Small Businesses found small business confidence was at its lowest since 2010, with falling revenues partially due to weak Eurozone exports, decreasing profit expectations, and increasing costs from factors like energy and wages. Arinobe provides affordable consulting services to small businesses and start-ups to improve profitability, efficiency, and growth through operations modernization, workforce reinvention, and energized strategies.
This document summarizes a presentation on financial fitness. It discusses calculating expenses and income to determine a net worth. It recommends dividing savings into categories like regular savings, education savings, and investment savings. The presentation provides tricks for saving money like spending less than earned and looking for discounts. It advises investing savings rather than just storing money. Overall, the key to financial fitness is properly managing expenses, increasing income when possible, and appropriately allocating funds to savings categories.
The document provides strategies for surviving financially through difficult economic times. It outlines 5 cash flow strategies, 5 investment strategies, and 3 retirement strategies. The cash flow strategies include tracking spending, distinguishing between necessities and luxuries, and having emergency savings. The investment strategies focus on patience, realistic expectations, avoiding emotional decisions. The retirement strategies suggest flexibility, continuing some work, and protecting savings from inflation. The overall goals are to develop strategies to weather economic challenges and make informed financial decisions.
The document provides steps for effective governance and goal setting for an organization. It recommends understanding your strategy and priorities for the next 12-24 months. Key decisions should be categorized and priorities set for board-level, strategic, and functional initiatives. Goals should be set and cascaded down the organization, rallying employees around shared objectives. When setting goals, they should follow the SMART principles - being specific, measurable, attainable, relevant, and time-bound - to effectively mobilize teams.
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Commitment of senior management, clearly defined milestones and objectives, and effective communication were identified as the top three factors for successful change management programs. A survey of over 600 executives found that 58% of change initiatives over the past five years failed. While funding is typically sufficient, with companies spending an average of 0.1% of annual revenues, leadership, planning, and communication are more closely linked to success or failure. Successful change requires inspiring vision from leaders, thorough planning with measurable objectives, and ongoing communication of commitment to the program.
The document outlines Kotter's 8-step model for leading organizational change. It discusses each step in detail, including:
1. Establishing a sense of urgency by demonstrating the need for change through sharing of bad news and data.
2. Creating a guiding coalition of committed stakeholders to lead the change effort.
3. Developing a clear vision for the future through collaboration and incorporating left and right brain thinking.
4. Communicating the vision widely through a strategic communications plan using multiple channels and repeating messages.
5. Empowering broad-based action by removing obstacles, training employees, and realigning systems to support the change.
6. Generating short-term wins
Generally change means making things different, to replace with another, growth opportunities. Change is life. If there was no change, we would not exist. Change is inevitable. In today's world, the only thing which is inevitable for all of us is constant change .As we progress from child through adulthood to old age, change happens, whether we like it or not.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The non-profit sector has grown rapidly if measured by the number of organizations. Alas, it is also shrinking by the more meaningful measure of private giving as a share of national income; on this score it is down 11%.
A smaller pie and more mouths to feed is a recipe for disaster and yet, status quo thinking and activity dominate within organizations. The growth curve can be bent but only with a willingness to do business much differently.
In the realms of computer science, operations research and management science lives the world of mathematical optimization, conceptually a very simple concept, with the purpose of finding the best approach from a set of available alternatives.
This definition could just as easily be applied to fundraising strategy, and even life. There is however one insidious concern with optimization; what if the set of alternatives we are optimizing or choosing amongst is not complete? What if we have unintentionally omitted the best alternative from consideration? Unknowingly the “optimum” isn’t optimum at all, merely the best of our not- so- best options.
Mathematicians call this “local optimization” versus “global optimization” with the former representing identification of a “winner” among a set of choices that does not include the overall (or global) best choice.
This global versus local phenomenon is very useful when conceptually considering the lack of growth in non-profit fundraising and how to fix it.
[HR601] 004. Introduction to Change ManagementAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
1) Effective change management requires having the right people in various roles to support the change initiative. This includes executives to sponsor the change, middle managers to coach direct reports, a project team to manage the technical aspects, and a change management resource to coordinate efforts.
2) Each role plays an important part - executives authorize and fund changes, middle managers support frontline adoption, project teams implement solutions, and the change management resource enables others and ensures coordination.
3) Having the right people engaged in the right ways is necessary to move beyond good intentions to successful change outcomes.
Turnaround Management Journal Issue 1 2012 Paperback – Large Print, April 1, 2012
by Dr. Christoph Lymbersky (Author, Editor), Dr. Mike Teng (Editor), Dr. Rick Erick Johnson (Editor), Marc Wagner (Contributor), Mark Blayney (Contributor), John M. Collard (Contributor)
In this Issue: The Chasm of Change “Restructuring the Goliath” by Dr. Erick Rick Johnson Evolution Management: Managing Constant Change in Corporations by Dr. Christoph Lymbersky & Marc Wagner Building Value in Companies to Prepare them for Sale - Investing in Distressed Opportunities by John M. Collard Keeping American Airways up in the Air by Dr. Christoph Lymbersky Do We Achieve Good Corporate Governance by Improving Bad Governance? by Harry Green Rescuing Schlecker: The Fall of an Empire and Ways to turn the Company around by Dr. Christoph Lymbersky Buying a Business to turn around: Making a Turnaround work by Marc Blayney Admiral Zheng He – the Collaborative Transformation Expert by Dr. Mike Teng Corporate Bankruptcy - When Should a Business File For Bankruptcy? by Matt Gallo Chapter 11 Bankruptcy - Can Restructuring Debts Save a Business? by Simon Vokov Cash is Oxygen During the Restructuring Process by Dr. Mike Teng Comprehensive Solution for Under Performing Firms by Samantha Lewers Results of the Impact Executives´s Survey by Clive Sexton Healing a Hospital - The Turnaround at Southeast Georgia Health System by L. Hoagland-Smith Managing Overhead by Mark Fackrell Buying Good Businesses in a Bad Market by Rockwell Marsh 20 Change Management Mistakes to Avoid by Torben Rick
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
This document discusses change management and leadership. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also discusses various change models, including Kotter's 8-step change model, and identifies common obstacles to and factors affecting change, such as resistance, communication, and organizational culture. The key difference identified between change management and leadership is that the former focuses on controlling change through incremental steps while the latter takes a more collaborative approach through inspiring vision.
The document defines change management as applying tools, processes, skills and principles to manage the human side of change to achieve the goals of a project or initiative. It involves understanding how change will impact people and developing strategies to implement change while mitigating resistance. An effective change management strategy considers situational awareness of the change and impacted groups, puts supporting structures in place, and analyzes risks and resistance tactics. The strategy provides direction and informed decision making throughout the change process.
This document discusses change management and the process of managing change within organizations. It defines change management as managing the transition from the old way of doing things to the new way. The key stages of change management are preparing for change by increasing urgency and getting buy-in, managing change through effective communication and empowering employees, and reinforcing change by embedding it permanently. Resistance to change can occur due to things like fear of the unknown and lack of communication, but can be reduced through involvement and training.
The document discusses building an environment that accepts new ideas and change within an organization. It provides several practical tools and processes for managing new opportunities, including assessing stakeholders, gaining support from leadership, building cross-functional teams, and providing ongoing forums for sharing ideas. Case studies are presented of companies that successfully drove new thinking by using strategic relationships, clear communication, and preparing the organization for change.
Organizational development change management 05.26.15 finalMark Hernandez
The document discusses organizational development and change management. It begins by outlining the objectives of organizational development as acquiring knowledge about organizational development and change management, explaining the importance of anticipating and managing change, describing necessary actions to prepare organizations for change, and getting employees involved in planning and executing change. It then provides definitions and models of organizational development, discusses reasons why change occurs in organizations and common reactions to change. The document also outlines an 8 step process for transforming organizations and managing change, including establishing urgency, forming a guiding coalition, communicating the vision, and institutionalizing new approaches. It emphasizes the importance of change management and adapting to a changing environment.
A social experiment whereby the audience gets to view each slide for 20 seconds and makeup their own story attached to the slide, At the end the audience members are invited to share what came up for them? The results have amazed me and the participating audience.
PMSA Applying change management in an agile manner within a project grant h...Grant Hamel
This document discusses applying change management principles in an agile manner for projects. It introduces traditional and agile project management as well as the ADKAR change management model. Case studies are presented on moving from waterfall to agile project management and change management. The intersection between project management, change management, and agile project management is explored. The conclusion is that a hybrid approach integrating agile and change management principles leads to authentic project success.
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This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Commitment of senior management, clearly defined milestones and objectives, and effective communication were identified as the top three factors for successful change management programs. A survey of over 600 executives found that 58% of change initiatives over the past five years failed. While funding is typically sufficient, with companies spending an average of 0.1% of annual revenues, leadership, planning, and communication are more closely linked to success or failure. Successful change requires inspiring vision from leaders, thorough planning with measurable objectives, and ongoing communication of commitment to the program.
The document outlines Kotter's 8-step model for leading organizational change. It discusses each step in detail, including:
1. Establishing a sense of urgency by demonstrating the need for change through sharing of bad news and data.
2. Creating a guiding coalition of committed stakeholders to lead the change effort.
3. Developing a clear vision for the future through collaboration and incorporating left and right brain thinking.
4. Communicating the vision widely through a strategic communications plan using multiple channels and repeating messages.
5. Empowering broad-based action by removing obstacles, training employees, and realigning systems to support the change.
6. Generating short-term wins
Generally change means making things different, to replace with another, growth opportunities. Change is life. If there was no change, we would not exist. Change is inevitable. In today's world, the only thing which is inevitable for all of us is constant change .As we progress from child through adulthood to old age, change happens, whether we like it or not.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The non-profit sector has grown rapidly if measured by the number of organizations. Alas, it is also shrinking by the more meaningful measure of private giving as a share of national income; on this score it is down 11%.
A smaller pie and more mouths to feed is a recipe for disaster and yet, status quo thinking and activity dominate within organizations. The growth curve can be bent but only with a willingness to do business much differently.
In the realms of computer science, operations research and management science lives the world of mathematical optimization, conceptually a very simple concept, with the purpose of finding the best approach from a set of available alternatives.
This definition could just as easily be applied to fundraising strategy, and even life. There is however one insidious concern with optimization; what if the set of alternatives we are optimizing or choosing amongst is not complete? What if we have unintentionally omitted the best alternative from consideration? Unknowingly the “optimum” isn’t optimum at all, merely the best of our not- so- best options.
Mathematicians call this “local optimization” versus “global optimization” with the former representing identification of a “winner” among a set of choices that does not include the overall (or global) best choice.
This global versus local phenomenon is very useful when conceptually considering the lack of growth in non-profit fundraising and how to fix it.
[HR601] 004. Introduction to Change ManagementAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
1) Effective change management requires having the right people in various roles to support the change initiative. This includes executives to sponsor the change, middle managers to coach direct reports, a project team to manage the technical aspects, and a change management resource to coordinate efforts.
2) Each role plays an important part - executives authorize and fund changes, middle managers support frontline adoption, project teams implement solutions, and the change management resource enables others and ensures coordination.
3) Having the right people engaged in the right ways is necessary to move beyond good intentions to successful change outcomes.
Turnaround Management Journal Issue 1 2012 Paperback – Large Print, April 1, 2012
by Dr. Christoph Lymbersky (Author, Editor), Dr. Mike Teng (Editor), Dr. Rick Erick Johnson (Editor), Marc Wagner (Contributor), Mark Blayney (Contributor), John M. Collard (Contributor)
In this Issue: The Chasm of Change “Restructuring the Goliath” by Dr. Erick Rick Johnson Evolution Management: Managing Constant Change in Corporations by Dr. Christoph Lymbersky & Marc Wagner Building Value in Companies to Prepare them for Sale - Investing in Distressed Opportunities by John M. Collard Keeping American Airways up in the Air by Dr. Christoph Lymbersky Do We Achieve Good Corporate Governance by Improving Bad Governance? by Harry Green Rescuing Schlecker: The Fall of an Empire and Ways to turn the Company around by Dr. Christoph Lymbersky Buying a Business to turn around: Making a Turnaround work by Marc Blayney Admiral Zheng He – the Collaborative Transformation Expert by Dr. Mike Teng Corporate Bankruptcy - When Should a Business File For Bankruptcy? by Matt Gallo Chapter 11 Bankruptcy - Can Restructuring Debts Save a Business? by Simon Vokov Cash is Oxygen During the Restructuring Process by Dr. Mike Teng Comprehensive Solution for Under Performing Firms by Samantha Lewers Results of the Impact Executives´s Survey by Clive Sexton Healing a Hospital - The Turnaround at Southeast Georgia Health System by L. Hoagland-Smith Managing Overhead by Mark Fackrell Buying Good Businesses in a Bad Market by Rockwell Marsh 20 Change Management Mistakes to Avoid by Torben Rick
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
This document discusses change management and leadership. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also discusses various change models, including Kotter's 8-step change model, and identifies common obstacles to and factors affecting change, such as resistance, communication, and organizational culture. The key difference identified between change management and leadership is that the former focuses on controlling change through incremental steps while the latter takes a more collaborative approach through inspiring vision.
The document defines change management as applying tools, processes, skills and principles to manage the human side of change to achieve the goals of a project or initiative. It involves understanding how change will impact people and developing strategies to implement change while mitigating resistance. An effective change management strategy considers situational awareness of the change and impacted groups, puts supporting structures in place, and analyzes risks and resistance tactics. The strategy provides direction and informed decision making throughout the change process.
This document discusses change management and the process of managing change within organizations. It defines change management as managing the transition from the old way of doing things to the new way. The key stages of change management are preparing for change by increasing urgency and getting buy-in, managing change through effective communication and empowering employees, and reinforcing change by embedding it permanently. Resistance to change can occur due to things like fear of the unknown and lack of communication, but can be reduced through involvement and training.
The document discusses building an environment that accepts new ideas and change within an organization. It provides several practical tools and processes for managing new opportunities, including assessing stakeholders, gaining support from leadership, building cross-functional teams, and providing ongoing forums for sharing ideas. Case studies are presented of companies that successfully drove new thinking by using strategic relationships, clear communication, and preparing the organization for change.
Organizational development change management 05.26.15 finalMark Hernandez
The document discusses organizational development and change management. It begins by outlining the objectives of organizational development as acquiring knowledge about organizational development and change management, explaining the importance of anticipating and managing change, describing necessary actions to prepare organizations for change, and getting employees involved in planning and executing change. It then provides definitions and models of organizational development, discusses reasons why change occurs in organizations and common reactions to change. The document also outlines an 8 step process for transforming organizations and managing change, including establishing urgency, forming a guiding coalition, communicating the vision, and institutionalizing new approaches. It emphasizes the importance of change management and adapting to a changing environment.
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This document discusses applying change management principles in an agile manner for projects. It introduces traditional and agile project management as well as the ADKAR change management model. Case studies are presented on moving from waterfall to agile project management and change management. The intersection between project management, change management, and agile project management is explored. The conclusion is that a hybrid approach integrating agile and change management principles leads to authentic project success.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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Change management for the business owner 2018
1. 1
CHANGE MANAGEMENT FOR
THE BUSINESS OWNER IN 2018
Presented By
Grant Hamel (Business Coach, BCom Hons)
Grant Hamel’s
Using change management to
enhance your business
2. 2
“It was fry or jump, so I jumped.” — Andy Mochan.
On 6th July 1988, 167 lives were lost in the Piper Alpha disaster, 61 survived. The total
insured loss was about £1.7 billion (US$3.4 billion)
3. 3
God grant me the serenity to accept the things that I cannot change,
the courage to change the things that I can, and the wisdom to know
the difference – Reinold Nievhr
6. 6
Change:
A change is any planned or unplanned shift in
the status quo.
The level of change is best measured by the
degree to which individual expectations are
disrupted, and the time taken to recover from
the disruption.
What is change?
7. 1. Major / Significant Change
2. Partial change / somewhat impacting
3. Minor / Insignificant Change
7
3 Types of change
8. 8
Current State
Current state vs. Future state
Desired State
Training Resistant
Slow Update/Implement
Low Trust
Overwhelmed
Low Support
High Adoption
High Utilisation
Well Trained
Process Driven
Well Supported
12. 12
thermodynamics : a measure of the unavailable energy
in a closed thermodynamic system.
The degree of disorder or uncertainty in a system
The second law of thermodynamics states that the
entropy of an isolated system never decreases
The change in entropy of a system is determined by its
initial and final states
Concept of entropy
16. Is it personal change?
Is it organisational change?
Is it transformation?
Is it the management of change?
16
What is change management?
17. Change Management
- Plan
- Engage
- Execute
- Measure
- Improve
- Team
4 May 2018Change Management for the business owner 17
18. 18
Change management
is a collective term for all approaches to prepare and
support individuals, teams, and organizations in
making organizational change
What is change management?
19. Change Management
vs.
Project Management/Operations Management.
Current
State
Transition
State
Future
State
Project Management
Change Management
Change Management:
The application of a structured process and set of tools for leading the
people side of change to achieve a desired business outcome.
19
20. 1. The Change Curve
2. Lewin’s Model
3. Kotter’s 8 Step Model
4. ADKAR Model
20
Models in change management?
21. 21
CIA – Change Impact Analysis
CS – Change Strategy
CP – Change Plan / Rollout
Check List
29. 29
communication theory : a measure of the
efficiency of a system (such as a code or
a language) in transmitting information
the degree of initial uncertainty that can
be resolved by any one message
Applying entropy to comms