The document discusses change management from four perspectives. It begins by noting that change management is often underestimated in corporate transitions. The perspectives then discuss:
1) Why clear leadership support and communication of a vision are critical for successful change like a shared services transformation.
2) How lack of change management can lead to poor adoption of shared services implementations due to uncertainty and loss of control.
3) How resistance to change is human nature, so change will inevitably cause upheaval that must be addressed.
4) The perspectives call out common mistakes like overlooking communication and provide advice on ensuring change management supports objectives.
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
- The document discusses what it takes to be a successful change agent and lead organizational change. It outlines that most change programs fail due to underestimating people issues, lack of effective performance measurements, and lack of accountability.
- It emphasizes that while technical skills are important for a change agent, people skills are even more critical. It is estimated that people-related issues account for 60-70% of the success or failure of a change program.
- The three most common causes of failure are underestimating people issues, lack of performance measurements tied to goals, and lack of accountability. Selecting the right change agent who has strong people skills is one of the most important factors impacting success.
The document discusses organizational alignment and how HR can lead the process. It begins by outlining the benefits of an aligned organization and defines alignment as having the right people working on the right things at the right time. It then details the 12 steps to achieve alignment, including defining customer needs, strengths/objectives, culture, processes, structure, support, tools, training, performance, skills, job descriptions, rewards and recruiting. Alignment provides benefits like improved accountability, productivity, relationships and more. An example is given of a company that aligned its IT department, freeing up resources and improving culture and structure.
Liquid Change: A New Way Forward for Leading ChangeTyler Durham
Business leaders and employees have
never before had to deal with change at the
unrelenting pace we see today. As a result,
leadership behaviors, corporate cultures and
organizations’ operating systems must adapt
and become more liquid to address the new
reality and seize competitive advantage.
The
Liquid Changesm
Solution
8
The Alignment Health Check™ Value Proposition (V.2)Dragica Grbavac
The document discusses the importance of alignment within organizations to overcome challenges like lagging productivity and lackluster performance. It introduces the Alignment Health Check, which provides an assessment of how well processes, systems, people and external factors are integrated and aligned. The assessment identifies misalignments that can cause performance gaps and offers recommendations to improve strategic and operational alignment. Regular alignment assessments are recommended to sustain growth, profitability and reduce risks in complex business environments.
The document provides an overview of Axelbank, Gampel, Associates, a consulting firm that combines business expertise with organizational psychology. They help clients with strategic planning, organization development, change management, and other services. Their approach involves collaborating with clients to understand issues and empower people to enact productive solutions. Examples of their work include restructuring an investment bank and advising a law firm on reducing turnover.
This document discusses effective strategies for communicating organizational changes to drive behavior change. It begins by noting that 80% of communication efforts are ineffective at driving behavior change. It then advocates for "behavioral communications" that clearly define measures, consequences, tools and rewards to promote specific actions. The document provides templates and checklists for segmenting audiences, defining goals and metrics, and developing multi-channel communication plans to support change initiatives. It emphasizes the need to address how employees will be measured, consequences, tools/support, and incentives to truly change behaviors.
Ring central engage-whitepaper-empowering-agentsClubCX
This document provides guidance on empowering agents in customer service organizations to adapt to changing customer expectations. It discusses the limitations of traditional top-down organizational models and proposes adopting a "team of teams" approach that gives agents more autonomy while staying aligned with company goals. Key benefits of this model include improving the agent experience to increase retention, enabling agents to better meet customer needs across multiple channels. The document outlines considerations for transitioning to this model, such as assessing organizational readiness, defining performance metrics, setting objectives and results frameworks, and increasing transparency.
- The document discusses what it takes to be a successful change agent and lead organizational change. It outlines that most change programs fail due to underestimating people issues, lack of effective performance measurements, and lack of accountability.
- It emphasizes that while technical skills are important for a change agent, people skills are even more critical. It is estimated that people-related issues account for 60-70% of the success or failure of a change program.
- The three most common causes of failure are underestimating people issues, lack of performance measurements tied to goals, and lack of accountability. Selecting the right change agent who has strong people skills is one of the most important factors impacting success.
The document discusses organizational alignment and how HR can lead the process. It begins by outlining the benefits of an aligned organization and defines alignment as having the right people working on the right things at the right time. It then details the 12 steps to achieve alignment, including defining customer needs, strengths/objectives, culture, processes, structure, support, tools, training, performance, skills, job descriptions, rewards and recruiting. Alignment provides benefits like improved accountability, productivity, relationships and more. An example is given of a company that aligned its IT department, freeing up resources and improving culture and structure.
Liquid Change: A New Way Forward for Leading ChangeTyler Durham
Business leaders and employees have
never before had to deal with change at the
unrelenting pace we see today. As a result,
leadership behaviors, corporate cultures and
organizations’ operating systems must adapt
and become more liquid to address the new
reality and seize competitive advantage.
The
Liquid Changesm
Solution
8
The Alignment Health Check™ Value Proposition (V.2)Dragica Grbavac
The document discusses the importance of alignment within organizations to overcome challenges like lagging productivity and lackluster performance. It introduces the Alignment Health Check, which provides an assessment of how well processes, systems, people and external factors are integrated and aligned. The assessment identifies misalignments that can cause performance gaps and offers recommendations to improve strategic and operational alignment. Regular alignment assessments are recommended to sustain growth, profitability and reduce risks in complex business environments.
The document provides an overview of Axelbank, Gampel, Associates, a consulting firm that combines business expertise with organizational psychology. They help clients with strategic planning, organization development, change management, and other services. Their approach involves collaborating with clients to understand issues and empower people to enact productive solutions. Examples of their work include restructuring an investment bank and advising a law firm on reducing turnover.
This document discusses effective strategies for communicating organizational changes to drive behavior change. It begins by noting that 80% of communication efforts are ineffective at driving behavior change. It then advocates for "behavioral communications" that clearly define measures, consequences, tools and rewards to promote specific actions. The document provides templates and checklists for segmenting audiences, defining goals and metrics, and developing multi-channel communication plans to support change initiatives. It emphasizes the need to address how employees will be measured, consequences, tools/support, and incentives to truly change behaviors.
Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
This document is a resume for Michelle K. Clayton. It summarizes her 20 years of experience in sales and sales training for academic publishing companies, including her roles leading high performing sales teams and consistently exceeding sales goals. She has extensive experience selling and implementing digital learning solutions and is skilled in consultative selling, relationship building, and coaching others.
Avoiding blind spots in your next joint venturerob coulson
This document discusses common challenges that can cause joint ventures to fail, even when best practices are followed. It notes that 40-60% of joint ventures underperform or fail outright. While clear business rationale, partner selection, structure, exit planning and governance are considered best practices, joint ventures often fail due to a lack of process discipline. Specifically, companies rush through planning to meet deadlines, focus more on financial aspects than operational realities, and have declining executive involvement in later stages. To improve outcomes, companies need to balance speed and thorough planning, maintain leadership continuity across all stages, and ensure ongoing high-level participation throughout the process.
The document proposes an employee engagement program for McDonald's Ireland. It begins with defining engagement and discussing its importance, noting engaged employees are healthier, more productive, and less likely to leave. It then outlines a comprehensive strategy including gathering better survey data, focusing communication efforts, prioritizing management engagement, and addressing challenges like limited job engagement due to standardized work procedures and the program's large scale. The goal is to foster organizational commitment and maximize productivity across the company.
Three key reasons for organization design failures are:
1) Not establishing clear objectives for the redesign from the beginning.
2) Structuring the organization around specific personnel rather than letting strategy drive design.
3) Causing more disruption than necessary by drastic staffing cuts or process changes.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
The document discusses different types of organizational structures:
1. Vertical organizations have a top-down hierarchy with decision-making flowing from senior management down. They can make quick decisions but can be rigid.
2. Horizontal organizations empower employees to make their own decisions with minimal middle management. Collaboration and communication are organic but decisions take longer.
3. Matrix organizations integrate vertical and horizontal structures, maintaining expertise while assigning specialists to projects across departments. This increases contact across disciplines but can cause accountability and loyalty issues.
4. Project-based organizations structure work into time-limited projects with their own hierarchies while maintaining core company functions. This increases flexibility but projects can become isolated.
5. R&D and new ventures require
This document summarizes the challenges of transitioning technical individual contributors to leadership roles. It discusses research showing that the skills and mindset needed for individual work do not translate to managing others. While companies often promote the best technical people, this approach fails 81% of the time as they have not transitioned to the broader thinking required of leadership. The document outlines a model for transitioning individuals through phases of contribution, requiring a change in identity, relationships and focus. It argues companies must help technical staff successfully make this critical transition to enable them to lead and maximize their contribution at a higher level.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
The document discusses the increasing focus on company culture from both employers and job candidates. Several points are made:
1) Research has found that 41% of job candidates now search for information about a company's culture before applying for jobs.
2) Many of the companies rated highly for culture, such as Fortune's Best Companies and LinkedIn's Most In-Demand Employers, overlap. These companies, like HubSpot, invest heavily in their culture and see benefits to retention and performance.
3) Leading companies like Netflix, Quicken Loans, Google, and Salesforce have explicit "culture manifestos" that guide their values and priorities around employees.
Chapter two perspectives in management completeRam Kumar
The document discusses the evolution of early management theories from antiquity to modern times, including classical approaches like scientific management pioneered by Frederick Taylor which emphasized standardization, time studies, and incentives to increase efficiency. It also examines behavioral and quantitative perspectives and integrative frameworks incorporating different situational factors. The theories aimed to enhance organizational performance through principles of planning, organizing, controlling and motivating workers.
The document discusses key features of successful organizational change and transformation. It identifies 10 potential points of failure for change initiatives, including a lack of clear goals, short-term thinking, and inconsistency between leadership statements and actions. It emphasizes the importance of strong leadership, communication, and involving employees in the change process to build commitment and ensure success.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
This document is a resume for Michelle K. Clayton. It summarizes her 20 years of experience in sales and sales training for academic publishing companies, including her roles leading high performing sales teams and consistently exceeding sales goals. She has extensive experience selling and implementing digital learning solutions and is skilled in consultative selling, relationship building, and coaching others.
Avoiding blind spots in your next joint venturerob coulson
This document discusses common challenges that can cause joint ventures to fail, even when best practices are followed. It notes that 40-60% of joint ventures underperform or fail outright. While clear business rationale, partner selection, structure, exit planning and governance are considered best practices, joint ventures often fail due to a lack of process discipline. Specifically, companies rush through planning to meet deadlines, focus more on financial aspects than operational realities, and have declining executive involvement in later stages. To improve outcomes, companies need to balance speed and thorough planning, maintain leadership continuity across all stages, and ensure ongoing high-level participation throughout the process.
The document proposes an employee engagement program for McDonald's Ireland. It begins with defining engagement and discussing its importance, noting engaged employees are healthier, more productive, and less likely to leave. It then outlines a comprehensive strategy including gathering better survey data, focusing communication efforts, prioritizing management engagement, and addressing challenges like limited job engagement due to standardized work procedures and the program's large scale. The goal is to foster organizational commitment and maximize productivity across the company.
Three key reasons for organization design failures are:
1) Not establishing clear objectives for the redesign from the beginning.
2) Structuring the organization around specific personnel rather than letting strategy drive design.
3) Causing more disruption than necessary by drastic staffing cuts or process changes.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
The document discusses different types of organizational structures:
1. Vertical organizations have a top-down hierarchy with decision-making flowing from senior management down. They can make quick decisions but can be rigid.
2. Horizontal organizations empower employees to make their own decisions with minimal middle management. Collaboration and communication are organic but decisions take longer.
3. Matrix organizations integrate vertical and horizontal structures, maintaining expertise while assigning specialists to projects across departments. This increases contact across disciplines but can cause accountability and loyalty issues.
4. Project-based organizations structure work into time-limited projects with their own hierarchies while maintaining core company functions. This increases flexibility but projects can become isolated.
5. R&D and new ventures require
This document summarizes the challenges of transitioning technical individual contributors to leadership roles. It discusses research showing that the skills and mindset needed for individual work do not translate to managing others. While companies often promote the best technical people, this approach fails 81% of the time as they have not transitioned to the broader thinking required of leadership. The document outlines a model for transitioning individuals through phases of contribution, requiring a change in identity, relationships and focus. It argues companies must help technical staff successfully make this critical transition to enable them to lead and maximize their contribution at a higher level.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
The document discusses the increasing focus on company culture from both employers and job candidates. Several points are made:
1) Research has found that 41% of job candidates now search for information about a company's culture before applying for jobs.
2) Many of the companies rated highly for culture, such as Fortune's Best Companies and LinkedIn's Most In-Demand Employers, overlap. These companies, like HubSpot, invest heavily in their culture and see benefits to retention and performance.
3) Leading companies like Netflix, Quicken Loans, Google, and Salesforce have explicit "culture manifestos" that guide their values and priorities around employees.
Chapter two perspectives in management completeRam Kumar
The document discusses the evolution of early management theories from antiquity to modern times, including classical approaches like scientific management pioneered by Frederick Taylor which emphasized standardization, time studies, and incentives to increase efficiency. It also examines behavioral and quantitative perspectives and integrative frameworks incorporating different situational factors. The theories aimed to enhance organizational performance through principles of planning, organizing, controlling and motivating workers.
The document discusses key features of successful organizational change and transformation. It identifies 10 potential points of failure for change initiatives, including a lack of clear goals, short-term thinking, and inconsistency between leadership statements and actions. It emphasizes the importance of strong leadership, communication, and involving employees in the change process to build commitment and ensure success.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
Organizational culture - Human Behaviour OrganisationKrupesh Shah
This document discusses organizational culture at two companies - Tata Motors and Ford Motors. It begins by defining organizational culture and its importance. It then examines the key components and characteristics of organizational culture, as well as different types. The presentation also explores the cultures specifically at Tata Motors and Ford Motors, looking at their missions, visions, and broader perspectives. It highlights innovations and the value of ethics at both companies.
Organizational culture refers to shared meanings and behaviors among members of an organization. It is shaped by founders and reinforced over time through socialization, stories, rituals, and symbols. A strong culture with clear values can increase commitment and coordination but may also resist change and diversity. Managers can develop an ethical culture through role modeling, training, and rewarding ethical conduct. National culture also influences how organizational culture is expressed in other countries.
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.
The document discusses organizational culture at Tata Motors and Ford Motors. It defines organizational culture and explains its importance. It provides overviews of Tata Motors and Ford Motors, discussing their missions, visions, and histories. The document also covers the cultures at both companies, how they approach innovation, ethics, customer service, and social responsibility. It discusses the roles of CEOs in transforming company culture.
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.
This document discusses change management and how to successfully implement organizational changes. It notes that effective change management requires addressing employee adoption and resistance. Some key drivers of change include mergers & acquisitions, innovation, technology, and globalization. For change to be successful, senior leadership must visibly embrace the new approaches to motivate others in the organization. The change process goes through multiple phases and skipping steps can undermine results. Most change efforts fail because they do not engage employees or ignore existing institutions within the group. True change management requires capturing employee hearts and minds before mobilizing hands.
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.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
How the Best Set Up Their Program Journeyssuser84a6fd
This document discusses the importance of establishing a robust transformation office (TO) at the beginning of an organizational transformation initiative. It outlines five key dimensions for setting up an effective TO: strategy and scope, governance and organization, roles within the TO, activities and processes, and tools and data. The TO helps drive consistency, momentum, impact assessment, coordination, development resources, and executional certainty across the transformation. Some important initial tasks for the TO include articulating the case for change, aligning financial targets, defining the transformation's ambition and scope, and establishing common processes, routines and a shared language. A stage-gate methodology and regular meetings are identified as important processes for managing initiatives. Having a well-structured TO from the start
This document discusses approaches to improving change management success rates. It begins by noting that change is constant but change management failure rates remain high, despite decades of advice. It argues that a systematic, disciplined approach is needed. The document then outlines elements of an integrated change management approach called the "Change Delta", including:
- Executional certainty, which provides transparency into progress and issues to enable course corrections.
- Enabled leaders who own the change vision and speak with one voice, having the tools and training to manage change.
- An engaged organization where employees at all levels understand and can manage change.
- Governance, program management, and a program management office that provide structure, accountability and information
The document provides guidance on successfully transforming an organization. It discusses:
1) Overcoming resistance to change is crucial, as change is scary and people naturally resist dramatic changes. Leaders must realize people won't love them for causing disruption.
2) To achieve transformation, leaders must set clear objectives, engage all levels of leadership, overcome resistance through persistence and follow through, and hold people accountable for adopting new ways of working.
3) Focusing on establishing a clear vision, engaging and aligning leadership, and taking a systematic approach that links strategy and organization can help speed up transformation and minimize costs and disruption despite initial productivity declines due to 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.
The document provides advice on both success and failure in organization design.
For success, it recommends focusing first on long-term strategic aspirations rather than immediate problems. It also advises taking time to accurately survey the current organizational state and being structured in selecting the right new design based on criteria linked to strategy.
For failure, it lists factors such as a lack of a clear case for change, lack of senior team alignment behind the redesign, leaders abdicating responsibility for driving the process, insufficient focus on co-creating the new design with employees, communicating the changes without real engagement, and inadequate focus on shaping the necessary culture change.
This document outlines 9 potential projects for Avinger's 2017 initiatives focused on improving business processes and driving strategic goals:
1. Put more focus on projects that support the company's strategy.
2. Re-assess customer needs through feedback and ensure products/services meet changing needs.
3. Take on business process improvement projects to streamline ineffective processes.
4. Revisit vendor offerings to ensure they support business needs and future growth.
5. Review and update information systems and technologies used by the business.
6. Review the employee "hire to retire" process to optimally deploy human resources.
7. Simplify the chart of accounts to improve accounting processes.
Change Management Solutions for Strategic Innovation | Eninracseoeninrac
Unlock Success with Innovation and Change Management. We focus on the people side of strategy implementation, defining change, building change agent capacity, and more.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
This document discusses the challenges of managing employee engagement during a merger or acquisition. It notes that sensitivity to employee morale is a top challenge, as employees struggle with ambiguity in roles and accountability during organizational changes. The document advocates for a comprehensive change management solution to address these issues. It recommends tailored training for executives, managers, and employees to build resilience and engagement during transitions. The goal is to retain talent and maintain productivity through organizational transformations.
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
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.
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change.
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change. The most common change drivers include technological evolution, process reviews, crisis, and consumer habit changes; pressure from new business entrants, acquisitions, mergers, and organizational restructuring.
Similar to Four Perspectives on Change Management (20)
1. Four Perspectives
on Change Management
July 2014
Emer O’Kelly, Regional Director
Europe, Chazey Partners
Ann-Marie Massenberg, Chief of
Staff, Program Support Center, U.S.
Department of Health & Human
Services
Kayzad Hiramanek, COO, Avantha
ERGO Life Insurance
Richard J. Rowan, Jr., Director,
Global Shared Services, TRW
Automotive
2. Chazey
Partners
Practitioners’
Corner
│
Change
Management
INTRODUCTION
Why
do
projects
fail?
A
simple
enough
question.
If
you
analysed
a
hundred
answers,
you’d
find
the
common
denominator
to
be
“ill-‐planned
and
ill-‐implemented
change.”
But
despite
the
lip
service
given
to
change
management
as
a
“core
enabler”
of
project
implementations
like
Shared
Services,
the
evidence
supporting
its
deployment
is
still
weak.
We’ve
asked
some
of
Chazey’s
clients
and
fellow
practitioners,
all
of
whom
have
led,
and
continue
to
lead,
Shared
Services
implementations
or
transformations
and
who
have
first-‐hand
experience
of
operating
at
the
frontline,
to
comment
on
key
mistakes
made
in
planning,
tips
on
managing
customer
resistance,
and
advice
on
how
to
get
it
right,
first
time.
THE
PITFALLS
OF
“CHANGE”
o Change
Management
is
all
too
frequently
underestimated
or
insufficiently
accounted
for
in
corporate
transitions.
Why
is
this
important?
o Failings
in
Change
Management
boil
down,
time
and
again,
to
overlooking
a
few
key
stepping
stones.
What
are
the
most
common
mistakes?
o Customer
resistance
is
one
of
the
biggest
obstacles
to
change.
How
can
you
work
around
this
constructively?
o What
are
3
core
factors
to
consider
that
ensure
Change
Management
supports
your
objectives?
3. 1
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Change
Management
is
all
too
frequently
underestimated
or
insufficiently
accounted
for
in
corporate
transitions.
Why
is
this
important?
Emer
O’Kelly
Regional
Director
Europe
Chazey
Partners
Any
significant
change
to
a
business’s
operations,
including
a
transformation
of
its
support
services,
requires
a
clear
vision
and
strategy
in
order
to
have
a
fighting
chance
of
succeeding.
This
vision
needs
to
be
clearly
linked
to
the
challenges
facing
the
business,
make
realistic
allowance
for
the
circumstances
but,
above
all,
be
demonstrably
supported
by
the
key
leaders
in
the
business.
Actions
must
mirror
words
and
many
an
initiatives
has
been
“damned
by
faint
praise”
by
those
senior
people
in
the
company,
who
others
look
to
for
leadership,
and
have
faded
away
as
a
result.
Major
organisational
changes
require
business
leaders
to
show
their
mettle
and
this
includes
giving
true
commitment
and
guidance
which
others
can
focus
on,
follow
and
build
on
themselves.
This
applies
especially
to
a
transformation
or
migration
to
a
shared
services
structure,
where
there
is
a
natural
fall-‐back
position
of
continuing
to
do
what
was
done
before,
regardless
of
what
is
happening
at
the
front-‐end
of
the
business
in
terms
of
market
changes,
product
development
and
customer
expectations.
Transmitting
the
vision,
internally
and
externally,
is
critical
to
successful
change
and
under-‐committing
to
communicating
this
can
slow
down,
or
even
de-‐rail
success
of
an
otherwise
well
planned
initiatives.
The
ideal
is
to
build
a
guiding
coalition
of
people
who
are
evangelical
about
the
project
and
who
will
foster
emotional
engagement
and
ownership
of
the
solutions.
Ann-‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
SSO
implementations
by
their
nature
involve
a
certain
amount
of
angst
on
the
part
of
the
organization
that
is
transitioning
from
a
self-‐serve
model
to
an
outsourced
model.
Typically,
there
tends
to
be
a
feeling
of
loss
of
control,
concern
about
responsiveness
and
quality,
and
a
general
sense
of
uncertainty.
Couple
that
with
the
mechanics
and
coordination
involved
in
shutting
down
one’s
own
operation
and
transitioning
that
to
a
shared
service
provider
(e.g.
transitioning
data,
performing
business
process
improvements,
and
configuration)
and
it
can
be
incredibly
overwhelming.
In
this
situation,
when
change
management
is
lacking,
the
impact
to
the
implementation
can
be
costly.
Without
change
management,
SSO
implementations
stand
the
risk
of
poor
4. 2
Chazey
Partners
Practitioners’
Corner
│
Change
Management
adoption
by
the
receiving
organization.
Stakeholders
who
are
confronted
with
change,
and
not
supported
with
a
comprehensive
change
management
strategy
that
includes
a
clear
vision
of
the
end
state,
informative
and
consistent
communications,
and
inclusive
involvement
in
the
change
activities,
are
more
likely
to
produce
undesired
results.
These
include,
delays,
errors
that
require
extensive
re-‐work,
and
poor
morale.
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
The
basic
human
nature
is
resistance
to
change.
Therefore
to
say
that
any
form
of
transition
or
change
will
cause
upheaval
within
and
outside
an
organization
is
stating
the
obvious.
The
most
common
issues
reported
in
poor
change
management
and
the
resultant
consequences
include
an
atmosphere
of
uncertainty,
talent
attrition,
staff
de-‐
motivation,
inter
department
politicking
and
one-‐upmanship.
All
new
initiatives
will
be
still
born
and
the
overall
organization
agenda
will
be
derailed
owing
to
poor
communication
from
the
management
on
the
intent
regarding
the
changes
to
follow.
Eventually,
people
like
working
in
a
stable
environment
where
changes,
if
any,
are
introduced
in
small
doses
and
keeping
all
affected
parties
informed
on
the
timelines
and
long
term
organization
goal
around
the
same.
The
moment
people
perceive
a
threat
to
their
jobs,
the
resultant
push
back
through
the
grape
vine
and
corridor
conversations
will
swiftly
obscure
the
real
motive
of
the
change.
Richard
J.
Rowan
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
While
there
is
a
broad
and
growing
shared
services
and
business
services
presence
in
the
board
rooms
and
operations
of
companies
worldwide,
there
remains
-‐
even
among
practitioners
-‐
variation
in
the
definition,
scope
and
structure
of
shared
services.
In
light
of
that,
to
expect
a
targeted
area
of
a
business
to
understand
what
shared
services
or
business
services
is
with
little
to
no
introduction
and
no
listing
of
expected
benefits
to
both
the
target
area/function
and
the
broader
company
is
a
recipe
for:
at
best,
a
difficult
implementation
and
at
worst,
a
failed
shared
services
implementation.
Commitment/support
from
the
top
is
critical
but
paying
attention
to
all
levels
is
vital.
5. 3
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Failings
in
Change
Management
boil
down,
time
and
again,
to
overlooking
a
few
key
stepping
stones.
What
are
the
most
common
mistakes?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
“Too
little,
too
late
and
not
often
enough”
could
sum
up
the
challenges
to
avoid
in
achieving
effective
change
management
through
communication.
It
is
too
often
perceived
as
something
to
do
later,
or
to
be
done
by
someone
else.
To
be
effective,
there
needs
to
be
consistent,
regular,
clear
flow
of
communication
with
working
structure
to
allow
for
this
communication
to
be
genuinely
two-‐way,
and
this
needs
to
commence
at
the
earliest
reasonable
time.
For
a
transformation,
this
is
likely
to
be
after
a
business
case
has
been
established
and
the
commitment
is
made
to
performing
a
transformation.
(There
is,
of
course,
communication
required
during
a
business
case
phase
but
this
does
tend
to
be
a
more
limited
audience).
The
communication
network
also
needs
to
cover
all
levels
which
need
to
be
aware
of
the
proposed
changes
and
their
impacts,
some
of
which
are
obvious
(e.g.
“what’s
in
it
for
me?”)
to
others
which
are
less
so
(e.g.
the
company’s
ability
to
attract
suitable
talent
through
its
reputation
in
the
market-‐place).
This
calls
for
the
use
of
many
different
channels
of
communication
–
e.g.
town-‐hall
meetings,
smaller
groups,
1-‐to-‐1’s,
breakfast
briefings,
walk-‐abouts,
confirmed
be
email
as
appropriate
and
backed
up
by
project
web-‐site
/
blog
/
FAQ’s.
Whatever
channel
or
timing
is
followed,
the
message
needs
to
be
consistent
and
regularly
reinforced,
and
presented
in
a
positive
light.
Ann-‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
I
think
that
change
management
is
frequently
confused
with
a
communication
plan.
Some
leaders
focus
on
providing
training,
and
executing
a
communication
plan.
Many
fail
to
see
that
the
most
important
element
of
change
management
is
that
those
affected
must
be
involved
in
the
change
rather
than
having
change
imposed
upon
them.
They
need
to
buy
in
to,
or
at
the
very
least
understand,
the
vision
and
the
end
state.
And
they
must
be
involved
in
all
aspects
of
the
change
in
order
to
enable
and
facilitate
the
change.
All
parties
involved
need
to
understand
the
reason(s)
for
the
change
and
have
a
chance
to
be
involved
in
the
decisions
of
how
the
change
will
be
managed,
planned,
and
implemented.
6. 4
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
There
are
several
mistakes
leadership
can
make
in
this
area.
There
is
no
magic
formula
to
predict
whether
the
prescribed
change
will
actually
result
in
betterment
of
the
organization.
World
over,
we
have
seen
innumerable
take-‐
overs,
mergers
and
transitions
fail
owing
to
the
lack
of
anticipation
of
forces
that
are
playing
in
the
background.
Some
of
the
common
reasons
for
such
failures
begin
at
the
thought
level:
is
this
change
really
required?
Is
the
organization
in
the
long
term
going
to
be
solely
focussed
on
its
core
competencies?
Is
the
leadership
team
sufficiently
convinced
that
this
decision
is
for
the
betterment
of
the
organization?
Can
our
customers
stand
by
us
through
this
journey
of
transition?
Do
the
laws
of
the
land
permit
me
to
make
such
a
transition?
Many
a
time,
if
the
key
leadership
is
not
convinced
of
the
decision,
they
play
a
vital
role
in
derailing
the
overall
change
and
its
implementation
schedule.
Even
if
key
leadership
is
convinced,
sometimes
a
synchronized
communication
strategy
is
essential
to
ensure
that
all
parts
of
the
organization
are
talking
the
same
language
to
the
affected
parties.
Not
speaking
in
one
voice
is
also
detrimental
to
the
overall
change
agenda.
In
addition,
not
identifying
key
resources
that
manage
large
customer
relationships
and
ensuring
their
retention
is
vital
to
ensure
that
the
internal
challenges
do
not
manifest
themselves
to
the
external
eco
system.
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
Change
management
is
often
perceived
as
a
nice
to
have
instead
of
the
critical
to
success
item.
As
such,
many
shared
services
implementations
spend
too
little
time
-‐
at
all
levels,
especially
the
grass
roots
level
-‐
working
to
understand
the
vantage
point
of
those
closest
to
the
targeted
work.
The
late
Stephen
R.
Covey
in
his
book
The
7
Habits
for
Highly
Effective
People
wrote
about
seeking
first
to
understand,
then
to
be
understood.
Taking
the
time
to
do
this
helps
build
the
relationship
and
ensure
that
you
understand
the
concerns
held
by
those
impacted
by
shared
services.
As
Covey
would
say,
being
efficient
with
people
is
not
effective.
Spend
the
time.
7. 5
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Customer
resistance
is
one
of
the
biggest
obstacles
to
change.
How
can
you
work
around
this
constructively?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
Maintaining
the
level
of
customer
service,
performance
and
accessibility
is
a
prerequisite
to
protect
the
business’
activity
as
it
goes
through
a
major
change
process.
This
extends
to
presenting
why
the
change
is
required
i.e.
to
further
strengthen
the
business
and
its
ability
to
continue
to
deliver
good
quality
products
and
services.
Customers
must
be
reassured
there
is
no
significant
risk
to
their
supply
and
that
the
elements
which
cause
them
to
trade
with
the
company
in
the
first
place
are
recognised
and
valued
by
the
business,
and
will
be
maintained
or
enhance
by
the
transformation.
Thus,
there
needs
to
be
a
flow
of
communication
to
customers
which
makes
them
aware
there
is
a
change,
why
and
what
impacts
are
envisaged.
This
may
extend
to
specific
briefings
with
key
customers,
depending
on
the
nature
of
the
business.
This
need
to
disseminate
information
also
extends
to
other
stakeholders
such
as
suppliers
and
others
who
may
potentially
be
affected,
including
banks
and
regulatory
bodies.
This
whole
process
can
be
categorised
as
listening
to
the
“voice
of
the
customer”,
finding
out
what’s
important
to
them
and
ensure
they
are
given
the
appropriate
degree
of
attention.
Ann-‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
Managing
a
customer’s
resistance
to
change
requires
understanding
the
reason
for
the
resistance.
In
some
cases,
it’s
fear
of
the
unknown.
In
others,
it’s
a
lack
of
confidence
that
a
provider
can
provide
the
level
of
service
that
the
organization
is
used
to.
We
engage
our
customers
right
away
and
involve
them
in
the
planning
and
implementation
at
all
stages
of
the
process.
We
establish
quick
wins
to
show
progress
and
gain
customer’s
confidence
in
our
abilities.
This
sets
the
tone
for
what
they
can
expect
as
we
progress
with
the
transition.
We
ensure
that
the
vision
and
end
state
is
clearly
and
thoroughly
communicated
to
all
affected
people
and
provide
multiple
opportunities
for
clarification
and
explanation
along
the
way.
8. 6
Chazey
Partners
Practitioners’
Corner
│
Change
Management
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
While
the
real
challenge
in
the
management
of
change
is
internal,
it
eventually
manifests
itself
to
the
external
customer
if
key
stakeholders
decide
to
leave
the
organization
and
the
relationship
with
external
customers
thus
weakens.
Therefore,
identification
of
key
accounts
and
their
respective
relationship
managers
is
a
vital
activity
to
be
undertaken.
In
addition,
senior
leadership
should
take
charge
of
the
overall
organization
portfolio
and
build
one-‐to-‐one
relationships
with
the
decision
makers
in
these
key
accounts
to
mitigate
the
attrition
risk.
In
addition,
subtly
sounding
off
customers
of
the
impending
changes
within
the
organization
also
goes
a
long
way
in
building
a
relationship
of
trust
and
giving
the
customer
the
comfort
that
the
provider
is
taking
this
decision
for
the
betterment
of
all
parties
involved.
Nothing
could
be
worse
than
customers
finding
out
about
big
bang
changes
in
the
media
and
then
seeking
clarity
on
whether
the
existing
relationship
will
still
enjoy
the
same
level
of
priority
it
did.
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
Some
effort
should
be
extended
to
map
the
current
process.
Carefully
listen
to
issues
raised
as
well
as
spend
some
time
explaining
how
things
will
change.
Highlight
the
benefits
and
any
offsetting
detriments
from
the
new
process.
Stephen
R.
Covey’s
seek
first
to
understand,
then
to
be
understood
habit
is
extremely
beneficial.
This
is
truly
an
art.
If
too
much
time
or
attention
is
allotted
to
discussing
the
angst
of
change,
the
project
risks
being
thrown
off
schedule.
Alternatively,
if
not
enough
time
is
spent,
progress
on
the
project
will
likely
be
more
slow
and
painful.
9. 7
Chazey
Partners
Practitioners’
Corner
│
Change
Management
What
are
3
core
factors
to
consider
that
ensure
Change
Management
supports
your
objectives?
Emer
O’Kelly,
Regional
Director
Europe
Chazey
Partners
Identify
why
the
change
is
required
and
why
it
is
worth
doing,
then
create
a
coalition
of
people
to
guide
the
initiative,
and
promote
and
drive
the
change
message
consistently.
Positive
changes
must
be
led
and
sponsored
–
they
do
not
happen
themselves;
they
require
energy,
enthusiasm
and
passion.
(1)
Clear
vision
/
consistent
message
Identify
why
the
change
is
required
and
why
it
is
worth
doing,
then
create
a
coalition
of
people
to
guide
the
initiative,
and
promote
and
drive
the
change
message
consistently.
Positive
changes
must
be
led
and
sponsored
–
they
do
not
happen
themselves;
they
require
energy,
enthusiasm
and
passion.
(2)
Communication
Create
a
communication
plan
which
addresses
the
major
issues,
concerns
and
audiences,
which
also
allows
for
feed-‐back,
queries
and
challenges.
Then
double
it.
J
(3)
Managing
Stakeholder
relationships
Ensure
that
all
significant
stakeholders,
internal
and
external,
are
addressed
regularly
in
such
a
way
as
to
minimize
the
number
of
surprises
experienced
by
anyone
with
an
interest
in
the
progress
of
the
initiative.
For
example,
there
should
be
no
cases
of
“I
didn’t
realize
that’s
what
it
meant”
or
“that
timescale
is
unrealistic”,
encountered
at
crucial
points,
often
later
in
the
project.
It
is
important
to
maintain
consistency
within
the
new
processes
as
far
as
possible
and
to
avoid
unnecessary
workarounds
arising
from
such
potential
misunderstandings.
Kayzad
Hiramanek,
COO
Avantha
ERGO
Life
Insurance
While
there
are
so
many
factors
that
influence
the
course
of
successful
change,
in
my
opinion
the
top
three
success
factors
would
be:
a) Clarity
in
leadership
thought
process
on
why
the
change
is
essential
and
beneficial
for
the
future
course
of
the
company.
In
conjunction,
buy
in
of
all
senior
leadership
to
this
course
of
action
is
a
must.
b) Two
way
communication
with
the
employee
base
on
why
the
change/
transition
will
not
affect
people’s
jobs
at
least
for
the
initial
period.
Eventually,
every
transition
is
accompanied
by
some
amount
of
attrition.
The
key
is
to
keep
it
within
a
reasonable
limit
(globally
recorded
standards
10. 8
Chazey
Partners
Practitioners’
Corner
│
Change
Management
are
around
10-‐15%).
Ability
to
accept
employee
feedback/
suggestions
and
a
visible
implementation
of
the
same
will
go
a
long
way
in
ensuring
that
people
to
not
sand
bag
the
initiative.
c) Management
of
the
eco
system
is
the
third
critical
element
in
this
piece.
No
organization
wants
a
trial
by
the
media
or
its
retail
shareholders
regarding
its
motives.
In
addition,
foresight
in
managing
regulators
and
vendors
is
key
to
ensure
that
all
change
follows
legal
standards
with
regards
to
pending
payments
and
tax
laws.
Finally,
management
of
key
customer
relationships
should
be
thought
through
well
in
advance
to
ensure
survival
of
the
business
through-‐out
the
critical
path
of
the
project
Ann-‐Marie
Massenberg,
Chief
of
Staff,
Program
Support
Center
U.S.
Department
of
Health
&
Human
Services
1) Clear
Vision
–
there
must
be
a
clear
end
state
that
must
be
explained
2) Involvement
–
of
all
the
people
affected
by
the
changes
in
the
planning
and
execution
of
the
changes
3) Communication
–
consistent,
accurate,
and
thorough
communications
to
all
affected
people
Richard
J.
Rowan,
Jr.,
Director,
Global
Shared
Services
TRW
Automotive
(1)
Change
leader,
change
thyself
-‐
I
recently
read
a
McKinsey
&
Company
article
entitled,
Change
Leader,
change
thyself.
I
think
it
is
very
important
that
as
we
ask
people
to
look
at
a
process
and
change,
we
at
the
same
time
look
at
our
proposed
processes
and
remain
open
to
finding
an
even
better
way
to
forward
–
change
leader,
change
thyself.
Being
candid
about
this
item
with
your
customers/impacted
parties
will
build
credibility.
(2)
Follow
The
7
Habits
of
Highly
Effective
People,
especially
habit
four
through
six:
• Seek
first
to
understand,
then
to
be
understood.
• Think
win-‐win.
• Synergize
(3)
Communicate,
communicate,
communicate
–
remembering
all
aspects
of
the
communication
process:
sender,
receiver,
feedback
and
“noise”.
And,
don’t
forget
that
listening
is
a
part
of
communication.
11. 9
Chazey
Partners
Practitioners’
Corner
│
Change
Management
CONCLUSION
Change
Management
is
crucial
to
leading
a
project
to
success
–
whether
this
is
a
Shared
Services
implementation,
a
subsequent
process
improvement
or
transformation
initiative,
or
an
expansion
of
scope
of
service.
Every
shift
from
“business
as
usual”
should
be
preceded
by
a
change
management
plan.
If
you
would
like
to
discuss
your
existing
change
management
framework,
or
take
a
first
step
towards
embedding
solid
change
management
processes
in
your
operations,
our
practitioners
would
be
pleased
to
guide
you
through
this.
Email
us
at
enquiries@chazeypartners.com
or
visit
our
website
at
www.chazeypartners.com
More
Change
Management
Articles:
TOOLKIT:
3
Key
Factors
to
Effective
Change
Management
in
Shared
Services
Change
is
a
constant
–
in
fact,
it's
often
a
simple
matter
of
survival.
But
the
best-‐laid
transition
plans
can
and
will
fail
if
you
overlook
the
"how"
and
the
"when".
Our
six-‐step
methodology
will
keep
you
on
track,
as
long
as
you
remember
three
key
factors.
BLOG:
What
Business
Services
Leaders
Can
Learn
About
"Change"
from
Parenting
Guides
Business
Services
is
a
bit
like
parenting
–
just
when
you
think
you
might
have
cracked
it,
a
spanner
is
thrown
in
the
works.
David
tells
it
as
it
is.
VIDEO:
7
Minutes
with
Chazey's
Change
Management
Expert
Robert
Towle,
Managing
Director
of
Chazey
Partners
North
America
(East)
tells
us
why
the
most
common
mistake
he
encounters
is
the
assumption
that
one
piece
of
communication
will
get
"buy-‐in";
and
reminds
us
that
"change
management"
is
not
the
same
as
"eliminating
change".
12. 10
Chazey
Partners
Practitioners’
Corner
│
Change
Management
For
more
articles
about
Shared
Services
&
Business
Transformation
Please
visit
our
website
at
www.ChazeyPartners.com/Resources
or
subscribe
to
our
monthly
e-‐
newsletters
for
the
latest
updates
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Practitioners
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&
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Chazey
Partners
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Partners
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About Chazey Partners
Chazey Partners is a practitioners-led global management advisory business. We bring together a
unique wealth of experience empowering our clients to strive for world class excellence through
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