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As Presented by Sharean Fairman

For Information Technology Training for Women
                 –Accelerated Business Analysis
                                      June 2012
What is Organizational Change Management?

 Organizational Change Management (OCM) is a
  framework structured around the changing needs and
  capabilities of an organization.
 OCM is used to prepare, adopt and implement
  fundamental and radical organizational
  changes, including its culture, policies, procedures and
  physical environment, as well as employee roles, skills
  and responsibilities.
 OCM addresses the people side of change
  management.
Why Change Management?
 Because new technologies are rapidly deployed in a
  constantly evolving global marketplace, organizations
  frequently encounter new business challenges and, in
  turn, are constantly exploring new business methods and
  areas.
 Generally, organizations embrace business, structural and
  technological changes. However, people hate change.
 Whenever a change in an organization is mandated, unless
  a proper evaluation, planning and implementation
  framework is adopted, companies can experience a
  backlash from workers who resist the change.
 This why organizational change management is so
  important.
Why Change Management? Cont’
 Change management is a growing area of business
  services. As technology changes the business
  landscape, qualified and experienced professionals are
  required to guide and assist companies in unfamiliar
  territory.
 The change in processes, corporate culture, systems
  management and operational objectives that result
  from information technology and organizational
  change requires careful and dedicated planning.
Why Change Management? Cont’
 Change management experts draw on behavioral
  models and often have a good understanding of
  human cognitive behavior.
 This includes dealing with fear, insecurity, anxiety and
  uncertainty.
 They attempt to inject this understanding into the
  organizational decision making process to help
  companies minimize resistance and maximize the
  switch over to the new core objectives.
Why Change Management? Cont’
 Leaders are used to operating in environments where
  the strategic goals have been established for years and
  employees are familiar with existing job requirements
  and expectations.
 The evaluation and planning that goes into
  organizational change management seeks to anticipate
  the likely effect on company resources and labor. By
  correctly identifying the end effects change
  management experts can advise company
  management how best to deal with this process.
Effective Organizational Change Management
In order to be successful in organizational change, a Change Manager (CM)
should adopt processes or principles to understand and manage change in an
organization.

Change management principles
 At all times involve and agree support from people within system (system =
  environment, processes, culture, relationships, behaviours, etc., whether
  personal or organizational).
 Understand where you/the organization is at the moment.
 Understand where you want to be, when, why, and what the measures will be
  for having got there.
 Plan development in appropriate achievable measurable stages.
 Communicate, involve, enable and facilitate involvement from people, as early
  and openly and as fully as is possible.
Effective Organizational Change Management
Change management process
Developed by American John P Kotter (b 1947), a Harvard Business School
  professor and leading thinker and author on organizational change
  management.

Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The
  Heart Of Change' (2002) describe a helpful model for understanding and
  managing change.

Each stage acknowledges a key principle identified by Kotter relating to people's
  response and approach to change, in which people see, feel and then change.
Effective Organizational Change Management
      John P Kotter's 8 steps to successful change
Effective Organizational Change Management
Kotter's eight step change model can be summarized as:

1. Increase urgency - inspire people to move, make objectives real and
   relevant.
2. Build the guiding team - get the right people in place with the right
   emotional commitment, and the right mix of skills and levels.
3. Get the vision right - get the team to establish a simple vision and
   strategy, focus on emotional and creative aspects necessary to drive
   service and efficiency.
4. Communicate for buy-in - Involve as many people as
   possible, communicate the essentials, simply, and to appeal and
   respond to people's needs. De-clutter communications - make
   technology work for you rather than against.
Effective Organizational Change Management

5. Empower action - Remove obstacles, enable constructive feedback and lots
   of support from leaders - reward and recognize progress and achievements.
6. Create short-term wins - Set aims that are easy to achieve - in bite-size
   chunks. Manageable numbers of initiatives. Finish current stages before
   starting new ones.
7. Don't let up - Foster and encourage determination and persistence - ongoing
   change - encourage ongoing progress reporting - highlight achieved and future
   milestones.
8. Make change stick - Reinforce the value of successful change via recruitment,
   promotion, new change leaders. Weave change into culture.
Responsibility for Effective
          Organizational Change Management
Responsibility for managing change is with management and executives of the
   organization - they must manage the change in a way that employees can cope
   with it.
A company is required to hire personnel who have the skills to work with the new
   technology processes. This might involve retrenchment of existing staff or an
   introduction of training programs to retrain a companies existing skill base.
The manager has a responsibility to:
     facilitate and enable change
     help people understand reasons and aims
     ways of responding positively according to
       employees' own situations and capabilities.

Ultimately , the manager's role is to
interpret, communicate and enable
                                        blog.readytomanage.com
The Organizational Change Manager
Besides being called an Organizational Change Manager,
one could also be called a;

 Senior Organizational Change Management (OCM) Specialist
 Organizational Change Management (OCM) / Deployment Liaison
 Organizational Change Management Analyst
 Project Manager - Organizational Change Control (OCM)
 Organizational Change Impact Specialist
 Transformational Change Management Senior Associate
 Change Manager
Organizational Change Management
Organizational Change Management Firm
Can help an organization thrive
in times of transition using for
example a four-part change
management approach:
 Assess
 Communicate
 Coach
 Train


                     © 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/
paulsohn.blogspot.com


Change in our dynamic business environment is
                       constant.
The capability to lead and manage organizational
 change is a critical and necessary competency for
                   business leaders.
References
Business Exchange. Retrieved June 28, 2012 from
     http://bx.businessweek.com/change-management/jobs/

Organizational Changes -Information Technology And Organizational Change. ©2007 Organizational
   Changes from
    http://www.organizational-change-management.com/information-technology-and-organizational-
       change.php

Effective Organizational Change -How To Bring About Effective Organizational Change. ©2007
    Organizational Changes from
     http://www.organizational-change-management.com/effective-organizational-change.php

Business Balls. © alan chapman 2005-2012. Retrieved June 27, 2012 from
     http://www.businessballs.com/changemanagement.htm

John P Kotter's 'eight steps to successful change' are ©John Kotter 1995-2002

Framework 18: Kotter’s 8-step change model May 10, 2012. Retrieved June 29, 2012 from
    http://frameworkaddict.wordpress.com/

© 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/

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Organizational Change Management

  • 1. As Presented by Sharean Fairman For Information Technology Training for Women –Accelerated Business Analysis June 2012
  • 2. What is Organizational Change Management?  Organizational Change Management (OCM) is a framework structured around the changing needs and capabilities of an organization.  OCM is used to prepare, adopt and implement fundamental and radical organizational changes, including its culture, policies, procedures and physical environment, as well as employee roles, skills and responsibilities.  OCM addresses the people side of change management.
  • 3. Why Change Management?  Because new technologies are rapidly deployed in a constantly evolving global marketplace, organizations frequently encounter new business challenges and, in turn, are constantly exploring new business methods and areas.  Generally, organizations embrace business, structural and technological changes. However, people hate change.  Whenever a change in an organization is mandated, unless a proper evaluation, planning and implementation framework is adopted, companies can experience a backlash from workers who resist the change.  This why organizational change management is so important.
  • 4. Why Change Management? Cont’  Change management is a growing area of business services. As technology changes the business landscape, qualified and experienced professionals are required to guide and assist companies in unfamiliar territory.  The change in processes, corporate culture, systems management and operational objectives that result from information technology and organizational change requires careful and dedicated planning.
  • 5. Why Change Management? Cont’  Change management experts draw on behavioral models and often have a good understanding of human cognitive behavior.  This includes dealing with fear, insecurity, anxiety and uncertainty.  They attempt to inject this understanding into the organizational decision making process to help companies minimize resistance and maximize the switch over to the new core objectives.
  • 6. Why Change Management? Cont’  Leaders are used to operating in environments where the strategic goals have been established for years and employees are familiar with existing job requirements and expectations.  The evaluation and planning that goes into organizational change management seeks to anticipate the likely effect on company resources and labor. By correctly identifying the end effects change management experts can advise company management how best to deal with this process.
  • 7. Effective Organizational Change Management In order to be successful in organizational change, a Change Manager (CM) should adopt processes or principles to understand and manage change in an organization. Change management principles  At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organizational).  Understand where you/the organization is at the moment.  Understand where you want to be, when, why, and what the measures will be for having got there.  Plan development in appropriate achievable measurable stages.  Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
  • 8. Effective Organizational Change Management Change management process Developed by American John P Kotter (b 1947), a Harvard Business School professor and leading thinker and author on organizational change management. Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
  • 9. Effective Organizational Change Management John P Kotter's 8 steps to successful change
  • 10. Effective Organizational Change Management Kotter's eight step change model can be summarized as: 1. Increase urgency - inspire people to move, make objectives real and relevant. 2. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels. 3. Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. 4. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
  • 11. Effective Organizational Change Management 5. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements. 6. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. 7. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. 8. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
  • 12. Responsibility for Effective Organizational Change Management Responsibility for managing change is with management and executives of the organization - they must manage the change in a way that employees can cope with it. A company is required to hire personnel who have the skills to work with the new technology processes. This might involve retrenchment of existing staff or an introduction of training programs to retrain a companies existing skill base. The manager has a responsibility to:  facilitate and enable change  help people understand reasons and aims  ways of responding positively according to employees' own situations and capabilities. Ultimately , the manager's role is to interpret, communicate and enable blog.readytomanage.com
  • 13. The Organizational Change Manager Besides being called an Organizational Change Manager, one could also be called a;  Senior Organizational Change Management (OCM) Specialist  Organizational Change Management (OCM) / Deployment Liaison  Organizational Change Management Analyst  Project Manager - Organizational Change Control (OCM)  Organizational Change Impact Specialist  Transformational Change Management Senior Associate  Change Manager
  • 14. Organizational Change Management Organizational Change Management Firm Can help an organization thrive in times of transition using for example a four-part change management approach:  Assess  Communicate  Coach  Train © 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/
  • 15. paulsohn.blogspot.com Change in our dynamic business environment is constant. The capability to lead and manage organizational change is a critical and necessary competency for business leaders.
  • 16. References Business Exchange. Retrieved June 28, 2012 from http://bx.businessweek.com/change-management/jobs/ Organizational Changes -Information Technology And Organizational Change. ©2007 Organizational Changes from http://www.organizational-change-management.com/information-technology-and-organizational- change.php Effective Organizational Change -How To Bring About Effective Organizational Change. ©2007 Organizational Changes from http://www.organizational-change-management.com/effective-organizational-change.php Business Balls. © alan chapman 2005-2012. Retrieved June 27, 2012 from http://www.businessballs.com/changemanagement.htm John P Kotter's 'eight steps to successful change' are ©John Kotter 1995-2002 Framework 18: Kotter’s 8-step change model May 10, 2012. Retrieved June 29, 2012 from http://frameworkaddict.wordpress.com/ © 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/