The document discusses managing change from an IT perspective. It outlines the importance of change for IT as it is constantly introducing new changes. It then details a change curriculum including the change lifecycle, enablers and barriers to change, leading change through culture, communication, coaching, credibility and commitment. It also discusses change planning, preparing for change, and establishing continuous change versus event-based changes. The overall document provides guidance on effectively managing change from an IT perspective.
This document provides an overview of a workshop on integrating advocacy into service work for those experiencing homelessness. It defines advocacy, describes how service providers can advocate, and provides strategies for integrating advocacy. Some key points include:
- Advocacy is speaking or writing in support of a person or cause. It aims to raise awareness, facilitate consumer voices, and educate policymakers.
- Service providers are natural advocates due to their direct experience working with those experiencing homelessness. Advocacy can improve systems, empower staff/consumers, and increase funding.
- Integrating advocacy into work includes corresponding with officials, participating in coalitions, discussing advocacy with consumers, and supporting consumer involvement. Relationship building and sharing personal
This document provides the details for an assignment for an HRM course. Students are asked to:
1) Create a table ranking the top 3 organizational pressures and 3 environmental pressures facing their organization.
2) Describe how these pressures have evolved over time and their financial and personal impacts.
3) Assess how their organization has reacted to the pressures and propose strategies to reduce one of each.
The assignment requires a 5-6 page paper following APA formatting, citing at least 4 academic sources.
In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.
This document discusses leadership issues related to implementing change, specifically behavioral safety programs. It notes that leadership participation and buy-in is critical for success. Effective leaders actively monitor employee performance, provide frequent feedback, and model safe behaviors. Leaders need to communicate about the safety initiative frequently, limit competing programs during implementation, and ensure all levels of management support the goals. The document provides strategies for leaders to overcome common obstacles like lack of time and competing priorities from upper management.
The document summarizes Procter & Gamble's organizational changes over time. It focuses on the "Organization 2005" restructuring program introduced by CEO Durk Jager which aimed to accelerate sales and innovation by structuring P&G into three global organizations based around products, geographies, and business processes. However, the changes led to missed earnings targets, loss of market share, and reduced employee morale as jobs were cut. While the goals were to promote innovation and speed, a lack of immediate results and confrontational leadership style created problems. Recommendations include building employee buy-in through communication, shaping culture to fit the strategic needs, and giving local management flexibility while maintaining global standards.
LG Electronics India Pvt. Ltd. is a leading consumer electronics company in India with a 27% market share. The company is investing Rs. 500 crore in brand building, marketing initiatives, and research and development. This includes Rs. 360 crore on brand building and other marketing activities and Rs. 140 crore on R&D. LG aims to expand its '211' after-sales service campaign, which provides customer service within 2 hours of a complaint, from 22 cities to 40 cities nationwide.
CEO Only: Collaborate With Your Board To Achieve Your Organization’S GoalsMegan Denhardt
The challenges facing nonprofit organizations today are far more complex than ever before, forcing leaders to rethink their planning and place renewed focus on prioritization. But how do you help your board link their plans to realistic resource allocations? Engage in a dialogue and gather tips and tools you can use to help your board think more strategically.
Arlene A. Pietranton, PhD, CAE, executive director, American Speech-Language-Hearing Association
Kerry Stackpole, CAE, IOM, managing partner, Neoterica Partners
The document discusses how resistance to change can provide valuable feedback and should be embraced rather than fought. It identifies four types of responses to change - those hungry for change, miscommunicators, scaredy-cats, and those opposed no matter what. It argues change agents should engage critics, vet ideas with stakeholders, and refine changes based on feedback to improve outcomes and gain acceptance. Resistance can lead to better changes if the feedback is considered constructively rather than the change being imposed unconditionally.
This document provides an overview of a workshop on integrating advocacy into service work for those experiencing homelessness. It defines advocacy, describes how service providers can advocate, and provides strategies for integrating advocacy. Some key points include:
- Advocacy is speaking or writing in support of a person or cause. It aims to raise awareness, facilitate consumer voices, and educate policymakers.
- Service providers are natural advocates due to their direct experience working with those experiencing homelessness. Advocacy can improve systems, empower staff/consumers, and increase funding.
- Integrating advocacy into work includes corresponding with officials, participating in coalitions, discussing advocacy with consumers, and supporting consumer involvement. Relationship building and sharing personal
This document provides the details for an assignment for an HRM course. Students are asked to:
1) Create a table ranking the top 3 organizational pressures and 3 environmental pressures facing their organization.
2) Describe how these pressures have evolved over time and their financial and personal impacts.
3) Assess how their organization has reacted to the pressures and propose strategies to reduce one of each.
The assignment requires a 5-6 page paper following APA formatting, citing at least 4 academic sources.
In a rapidly changing world, every leader needs to understand how to effectively guide organizational change. Change may be necessary for many reasons, such as meeting new customer demands; implementing a strategic plan; upgrading technology systems; or coping with challenges. Leaders often wonder how to promote buy-in and engagement during what is sometimes a difficult process. This webinar for staff and board members will focus on: principles of change; understanding how people react to change; common mistakes and how to avoid them; working with resistance; and maintaining open communication. You will learn practical tips and be introduced to resources for further learning.
This document discusses leadership issues related to implementing change, specifically behavioral safety programs. It notes that leadership participation and buy-in is critical for success. Effective leaders actively monitor employee performance, provide frequent feedback, and model safe behaviors. Leaders need to communicate about the safety initiative frequently, limit competing programs during implementation, and ensure all levels of management support the goals. The document provides strategies for leaders to overcome common obstacles like lack of time and competing priorities from upper management.
The document summarizes Procter & Gamble's organizational changes over time. It focuses on the "Organization 2005" restructuring program introduced by CEO Durk Jager which aimed to accelerate sales and innovation by structuring P&G into three global organizations based around products, geographies, and business processes. However, the changes led to missed earnings targets, loss of market share, and reduced employee morale as jobs were cut. While the goals were to promote innovation and speed, a lack of immediate results and confrontational leadership style created problems. Recommendations include building employee buy-in through communication, shaping culture to fit the strategic needs, and giving local management flexibility while maintaining global standards.
LG Electronics India Pvt. Ltd. is a leading consumer electronics company in India with a 27% market share. The company is investing Rs. 500 crore in brand building, marketing initiatives, and research and development. This includes Rs. 360 crore on brand building and other marketing activities and Rs. 140 crore on R&D. LG aims to expand its '211' after-sales service campaign, which provides customer service within 2 hours of a complaint, from 22 cities to 40 cities nationwide.
CEO Only: Collaborate With Your Board To Achieve Your Organization’S GoalsMegan Denhardt
The challenges facing nonprofit organizations today are far more complex than ever before, forcing leaders to rethink their planning and place renewed focus on prioritization. But how do you help your board link their plans to realistic resource allocations? Engage in a dialogue and gather tips and tools you can use to help your board think more strategically.
Arlene A. Pietranton, PhD, CAE, executive director, American Speech-Language-Hearing Association
Kerry Stackpole, CAE, IOM, managing partner, Neoterica Partners
The document discusses how resistance to change can provide valuable feedback and should be embraced rather than fought. It identifies four types of responses to change - those hungry for change, miscommunicators, scaredy-cats, and those opposed no matter what. It argues change agents should engage critics, vet ideas with stakeholders, and refine changes based on feedback to improve outcomes and gain acceptance. Resistance can lead to better changes if the feedback is considered constructively rather than the change being imposed unconditionally.
This document discusses common mistakes that can lead to unacceptable project management results. It identifies that the key aspects of project management are having a well-understood target objective, transitioning a group of people into an effective operating team, ensuring focused activity among the team, and organizing the activity to accomplish the objective. Some specific mistakes highlighted include lack of clear communication of objectives and acceptance of necessary trade-offs, failure to address leadership and change management needs to form an effective team, allowing non-critical activities to distract from the focus on critical tasks, and not regularly gauging progress toward achieving the business objective. The document emphasizes that proper communication is crucial to addressing all of these areas to achieve successful project outcomes.
This document discusses overcoming resistance to change and provides guidance for change leaders. It outlines seven essential elements for successful organizational change: 1) involve people affected by the change, 2) communicate the reason for change, 3) designate a change champion, 4) create a transition team, 5) provide training, 6) bring in outside help, and 7) reward people. It also describes the four phases of change - denial, resistance, exploration, and commitment - and how leaders should respond in each phase. The goal is to get early adopters on board initially and allow the majority to follow over time as resistance decreases.
Consulting for a trans4ming organization250718KAYODE ADEBIYI
The document discusses strategies for managing organizational transformation, including developing a compelling business case for change, diagnosing issues using a six-box model, addressing people issues that can act as barriers or supporters of change, and maintaining personal well-being and balance while managing transformation efforts. Change management approaches like communication, vision setting, addressing resistance, and involving stakeholders are covered. The importance of culture, timing of change efforts, and ongoing evaluation are also emphasized.
The document summarizes an employee engagement event held by Manners & Murphy on September 9, 2014. The event schedule included presentations on employee engagement, cultural alignment after acquisitions, and performance. A case study was presented on a small technology company that was acquired and integrated into an existing business unit of Boeing. The integration process included cultural assessments of both companies to identify differences that could impact integration. The summary highlighted key differences identified between the small tech company's culture and that of the Boeing business unit.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
This document discusses the importance of effective change communication. It provides three key points:
1) Research shows that effective employee communication leads to better financial performance and employee engagement. Companies that communicate well see higher returns and engagement.
2) There are seven common mistakes made in change communication, such as focusing only on facts and not emotions, or editing messages excessively.
3) Effective change communication requires reaching both the "hearts and heads" of employees by developing a clear plan, addressing different audiences and their needs, and providing guidance and support through the change process. Measurement is also important to refine the communication approach.
The document outlines 10 steps for nonprofits to survive challenging economic environments through effective resource development. It emphasizes having a diversified plan that includes annual campaigns, special events, grants, sponsorships, earned income streams, and social media campaigns. It stresses assessing current resources and systems, focusing efforts on high-return activities, regularly asking for and thanking donors, and continually evaluating and improving development efforts.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Adopting to any new change in life - Overivew and Techniques for Handy referenceKathan .
This document discusses change and how to manage it successfully. It defines change, provides examples of change, and debunks common myths about change. It emphasizes having the right mindset and preparing appropriately to face change. Kotter's 8 steps for leading change are presented, along with success factors like celebrating wins and sustaining changes over time. Overall, the document stresses that change is inevitable, having a positive attitude is important for acceptance, and continuous measurement and improvement are needed when implementing changes.
Grow Your Business Club | Business Support is changingFraser Hay
The document discusses how business support is changing, with public perception that information should be free and budgets being reduced. It criticizes much current business advice as vague, outdated, or lacking real-world experience. It argues that becoming an expert member of the growth business club can help experts build their reputation, find clients, and create new revenue streams by helping other members with their strengths and expertise. Membership provides opportunities for personal and professional growth through networking and groups.
The document discusses people-centric IT and outlines 5 practical approaches for organizations. The approaches are: 1) using positive reinforcement, 2) avoiding making processes "stupider, faster", 3) providing a service to users, 4) fostering innovation, and 5) moving towards counseling models where IT professionals act as trusted advisors. The presentation calls for green field thinking around IT and focusing on the needs and expectations of the future workforce.
Understanding and managing perception workshop scqaa valley chapter may 2011Sujit Ghosh
The document provides an agenda for a meeting of the SCQAA-SF chapter on May 20, 2011. The agenda includes an introduction, any job openings, a presentation by Mark Chagaris on understanding and managing perception, and a Q&A session. It also discusses membership benefits and policies for the SCQAA-SF organization.
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Clusterjo bitonio
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
Purity Financial provides individuals and organizations with financial solutions such as 401(k) plans, IRAs, mutual funds, and life insurance. The company is led by Scott Neeb, who has over 20 years of experience in financial services, including previously serving as GM and VP of ING's retirement plan business. Purity Financial offers a variety of services including retirement plans, college savings plans, insurance products, and guidance on building long-term financial health.
10 reasonable reasons people resist change and how Agile overcomes theseKatrina Kolt
LAST CONFERENCE - 2017
As Agile Practitioners we use experiments and retrospectives to gain insight into new and better ways of doing things. Change is at the heart of how we work, but how equipped are we to implement change?
The Change Management world is just beginning to recognise how useful Agile can be in supporting change. It’s time we in the Agile world looked to how Change Management can support us embed new ways of working.
Change resistance is one of the most difficult things we encounter. Rossabeth Moss Kantor, a change guru and Professor at Harvard Business School explains that “resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions”.
In a world where the change that accompanies innovation is inevitable, overcoming resistance to change becomes imperative. Agile provides us with an approach to change that supports the way we need to work in the future.
Come along to this talk to:
• Understand why people resist change
• Learn how to use Agile techniques to overcome change resistance
• Increase your confidence in managing change associated with Agile ways of working
This document discusses common mistakes that can lead to unacceptable project management results. It identifies that the key aspects of project management are having a well-understood target objective, transitioning a group of people into an effective operating team, ensuring focused activity among the team, and organizing the activity to accomplish the objective. Some specific mistakes highlighted include lack of clear communication of objectives and acceptance of necessary trade-offs, failure to address leadership and change management needs to form an effective team, allowing non-critical activities to distract from the focus on critical tasks, and not regularly gauging progress toward achieving the business objective. The document emphasizes that proper communication is crucial to addressing all of these areas to achieve successful project outcomes.
This document discusses overcoming resistance to change and provides guidance for change leaders. It outlines seven essential elements for successful organizational change: 1) involve people affected by the change, 2) communicate the reason for change, 3) designate a change champion, 4) create a transition team, 5) provide training, 6) bring in outside help, and 7) reward people. It also describes the four phases of change - denial, resistance, exploration, and commitment - and how leaders should respond in each phase. The goal is to get early adopters on board initially and allow the majority to follow over time as resistance decreases.
Consulting for a trans4ming organization250718KAYODE ADEBIYI
The document discusses strategies for managing organizational transformation, including developing a compelling business case for change, diagnosing issues using a six-box model, addressing people issues that can act as barriers or supporters of change, and maintaining personal well-being and balance while managing transformation efforts. Change management approaches like communication, vision setting, addressing resistance, and involving stakeholders are covered. The importance of culture, timing of change efforts, and ongoing evaluation are also emphasized.
The document summarizes an employee engagement event held by Manners & Murphy on September 9, 2014. The event schedule included presentations on employee engagement, cultural alignment after acquisitions, and performance. A case study was presented on a small technology company that was acquired and integrated into an existing business unit of Boeing. The integration process included cultural assessments of both companies to identify differences that could impact integration. The summary highlighted key differences identified between the small tech company's culture and that of the Boeing business unit.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
This document discusses the importance of effective change communication. It provides three key points:
1) Research shows that effective employee communication leads to better financial performance and employee engagement. Companies that communicate well see higher returns and engagement.
2) There are seven common mistakes made in change communication, such as focusing only on facts and not emotions, or editing messages excessively.
3) Effective change communication requires reaching both the "hearts and heads" of employees by developing a clear plan, addressing different audiences and their needs, and providing guidance and support through the change process. Measurement is also important to refine the communication approach.
The document outlines 10 steps for nonprofits to survive challenging economic environments through effective resource development. It emphasizes having a diversified plan that includes annual campaigns, special events, grants, sponsorships, earned income streams, and social media campaigns. It stresses assessing current resources and systems, focusing efforts on high-return activities, regularly asking for and thanking donors, and continually evaluating and improving development efforts.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Adopting to any new change in life - Overivew and Techniques for Handy referenceKathan .
This document discusses change and how to manage it successfully. It defines change, provides examples of change, and debunks common myths about change. It emphasizes having the right mindset and preparing appropriately to face change. Kotter's 8 steps for leading change are presented, along with success factors like celebrating wins and sustaining changes over time. Overall, the document stresses that change is inevitable, having a positive attitude is important for acceptance, and continuous measurement and improvement are needed when implementing changes.
Grow Your Business Club | Business Support is changingFraser Hay
The document discusses how business support is changing, with public perception that information should be free and budgets being reduced. It criticizes much current business advice as vague, outdated, or lacking real-world experience. It argues that becoming an expert member of the growth business club can help experts build their reputation, find clients, and create new revenue streams by helping other members with their strengths and expertise. Membership provides opportunities for personal and professional growth through networking and groups.
The document discusses people-centric IT and outlines 5 practical approaches for organizations. The approaches are: 1) using positive reinforcement, 2) avoiding making processes "stupider, faster", 3) providing a service to users, 4) fostering innovation, and 5) moving towards counseling models where IT professionals act as trusted advisors. The presentation calls for green field thinking around IT and focusing on the needs and expectations of the future workforce.
Understanding and managing perception workshop scqaa valley chapter may 2011Sujit Ghosh
The document provides an agenda for a meeting of the SCQAA-SF chapter on May 20, 2011. The agenda includes an introduction, any job openings, a presentation by Mark Chagaris on understanding and managing perception, and a Q&A session. It also discusses membership benefits and policies for the SCQAA-SF organization.
The document discusses strategic planning models and processes that can be used by civil society organizations, including issue-based planning which focuses on understanding key issues, and gap planning which identifies gaps between the current and desired states. It also outlines the importance of stakeholder analysis and formulating a clear vision and mission in the strategic planning process. Environmental scanning, strategy formulation and implementation are presented as important components of developing an effective strategic plan.
Strategic Planning for Coops Finance Clusterjo bitonio
The document discusses strategic planning concepts and models for cooperatives and civil society organizations. It begins with an overview of strategic planning and discusses key aspects like environmental scanning, vision/mission formulation, and stakeholder analysis. It then covers specific strategic planning models like issue-based planning and gap planning that are relevant for CSOs. The document emphasizes that strategic planning helps organizations clarify priorities and direction to better achieve their mission amid changing circumstances. Overall, the document provides a concise introduction to strategic planning principles and processes for nonprofit organizations.
Purity Financial provides individuals and organizations with financial solutions such as 401(k) plans, IRAs, mutual funds, and life insurance. The company is led by Scott Neeb, who has over 20 years of experience in financial services, including previously serving as GM and VP of ING's retirement plan business. Purity Financial offers a variety of services including retirement plans, college savings plans, insurance products, and guidance on building long-term financial health.
10 reasonable reasons people resist change and how Agile overcomes theseKatrina Kolt
LAST CONFERENCE - 2017
As Agile Practitioners we use experiments and retrospectives to gain insight into new and better ways of doing things. Change is at the heart of how we work, but how equipped are we to implement change?
The Change Management world is just beginning to recognise how useful Agile can be in supporting change. It’s time we in the Agile world looked to how Change Management can support us embed new ways of working.
Change resistance is one of the most difficult things we encounter. Rossabeth Moss Kantor, a change guru and Professor at Harvard Business School explains that “resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions”.
In a world where the change that accompanies innovation is inevitable, overcoming resistance to change becomes imperative. Agile provides us with an approach to change that supports the way we need to work in the future.
Come along to this talk to:
• Understand why people resist change
• Learn how to use Agile techniques to overcome change resistance
• Increase your confidence in managing change associated with Agile ways of working
10 reasonable reasons people resist change and how Agile overcomes these
Implementing Change
1. Managing Change
From an IT Perspective
Copyright Batton Consulting Inc. 2006
2. Change Importance
IT is in the business of constantly introducing
change
Many system implementation failures are issues
of change, not technology
IT is under continual evolutionary change
IT is generally poor at implementing change
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Copyright Batton Consulting Inc. 2006
3. Change Curriculum
The change lifecycle
Change enablers and barriers
Leading change
Change Planning
Preparing yourself
Set-up continuous change versus event-based
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Copyright Batton Consulting Inc. 2006
4. Change Lifecycle
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Copyright Batton Consulting Inc. 2006
5. Successful Change Forces
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Copyright Batton Consulting Inc. 2006
6. Leading Change
Culture
Communication
Coaching
Credibility
Commitment
Celebration
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Copyright Batton Consulting Inc. 2006
7. A Culture for Change
Assess culture support of change before start
Understand cultural barriers and how to mitigate
Try to minimize culture change to what is
required
May need to isolate initiative into sanctioned
sub-culture to handle change
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Copyright Batton Consulting Inc. 2006
8. Change Communication
Always be truthful with people around what facts you have and what
you can/can't say; without trust you can't communicate
If you don't know then just listen
Be empathic to people's fears/concerns; mitigate them when you
can, but, always openly recognize them (just don't feed them)
If it is important for people to know, repeat it at least three
times to make it sink-in
Walk around if you can; use the rumor mill to get your message
out; leverage the opinion leaders in your group to spread the message
The more stressful the change the more frequent the communication;
when people are unsure they want to feel in-touch.
Property of Batton Consulting Inc. 2010. Released under
Copyright Batton Consulting Inc. 2006
9. Coaching Through Transition
Make people aware of stages of grieving
Listen to what’s being lost
Expect & accept signs of grieving
Acknowledge the losses openly &
sympathetically
Compensate for the losses somehow
Give people information
Reintegrate & involve them in getting to the
future
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10. Establish/Maintain Credibility
Get active support from the very top
Operate with integrity
Ensure your clear authority to commit and act
Enlist formal and informal agents of change
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Copyright Batton Consulting Inc. 2006
11. Ensure Commitment
Confront dissidence and reluctance
Eliminate saboteurs
Get your leadership to openly show/express
commitment
Demonstrate your unwavering commitment
Enlist commitment from the ranks and put it on
display
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Copyright Batton Consulting Inc. 2006
12. Celebration of Progress
Use positive force of recognition/celebration to
anchor progress and lead to next step
Use celebration to compensate for loss
Use celebration to recognize active closure of the
old and acceptance of the new
– “refreeze the mold” by celebratory recognition
– Broadly acknowledge people are part of the new
– Shut the door on going back through a memorable
stake in the ground.
Property of Batton Consulting Inc. 2010. Released under
Copyright Batton Consulting Inc. 2006
13. Change Planning
Change is a complex activity, plan it out
Formal plan assures consistency in change
related activities
Plan activity for each phase in change lifecycle
Put someone in overall coordination of change
Front-end recognition of enablers and barriers
Front-end agreement of leadership’s part in
successful change
Better considered implication of change effort
Property of Batton Consulting Inc. 2010. Released under
Copyright Batton Consulting Inc. 2006
14. Preparing Yourself
You too will resist at
some point
Understand
– Your capacity for change
– What you will gain & lose
– This change vs. old issues
– How to move forward
Energize yourself for an
emotional drain
Take stock of those
around you
Copyright Batton Consulting Inc. 2006
Property of Batton Consulting Inc. 2010. Released under
15. Continuous Change vs. Event-based
Admit to simultaneous on-going change
Find (or set) the overall pattern of change
Recognize ‘rate’ of change alone can create transition
(change in pace of change)
Forego incidental change that adds no value
Try to anticipate coming change and prepare the
organization
Transition org from event view to continuous view
Emphasize vision, trust, response to challeges
Come clean on old baggage
Communicate clearly the problems at hand
Property of Batton Consulting Inc. 2010. Released under
Copyright Batton Consulting Inc. 2006
16. Further information on this
Contact Mike
BCI provides focused consultation and assistance in
improving IT process & delivery
IT organization evaluation Turnaround management/temporary CIO
Strategy and issue consultation Project advisory or management
Architecture direction & rollout
• Quicker and more accurate problem identification and solution
• More dependable delivery of key IT initiatives/projects
• Ideas for IT improvement that are tested & work
• An objective viewpoint that sees the whole picture
• Deep experience delivering business value through technology
Executive IT help & leadership when you need it
Contact: Mike Batton, President, Batton Consulting Inc. | mike@battonconsult.com | 630-443-7735 (O) 630-862-6799 (M)