An IBM study found that nearly 60% of change projects do not fully meet their objectives. The document discusses various perspectives on change management and sees organizations as complex adaptive systems constantly changing. It provides a framework for whole system change management that addresses strategy, systems, culture, and identity at each stage of a change journey from the current state to the future state.
NHS Improving Quality held a webinar about basic service improvement tools and techniques for strategic clinical network and mental health teams with little or no service improvement experience. The aim was to raise awareness and gauge future training needs.
Improving the quality and safety of your service
Zoe Lord & Carol Marley, Improvement Managers, Patient Safety Team NHS Improving Quality
Presentation from the Annual Residential Higher Trainee Intellectual Disability Conference
6 & 7 November 2014 Thistle Hotel, Manchester
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
NHS Improving Quality held a webinar about basic service improvement tools and techniques for strategic clinical network and mental health teams with little or no service improvement experience. The aim was to raise awareness and gauge future training needs.
Improving the quality and safety of your service
Zoe Lord & Carol Marley, Improvement Managers, Patient Safety Team NHS Improving Quality
Presentation from the Annual Residential Higher Trainee Intellectual Disability Conference
6 & 7 November 2014 Thistle Hotel, Manchester
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Ulf Eriksen, Head of Nordic & UK Trading & Origination in Statkraft, on the European renewables expansion. Presentation held on the conference Fornybarkonferansen in Bergen, Norway June 2014.
Mature product backlog and how to deal with it - workshop - main slide deckBartek Gatz
This presentation was first shown during BeIT conference in March 2017. It is a background slide deck for a workshop around backlog prioritisation, cleaning, effective hypothesising and measurements. It comes together with helper materials available as separate decks.
Please make sure to also download
1. https://www.slideshare.net/secret/ej2JPiy7VS8BCn
2. https://www.slideshare.net/secret/1NlWm6VyBV9Kw
Scrum XP è sempre più la metodologia di riferimento per i team e alcuni concetti sono divenuti di uso comune per chiunque operi nel mondo dell’IT (sia piccole realtà sia grandi aziende). Tra questi spiccano termini come user story e Product Backlog.
L’utilizzo delle user story ha sempre più spesso rimpiazzato i tradizionali documenti di specifiche funzionali e gli use case, mentre il Product Backlog è diventato lo strumento per tracciare tutto ciò che riguarda la realizzazione di un Prodotto.
Eppure entrambi hanno una serie di punti deboli. In questo talk mi concentrerò da una parte sulla difficoltà di avere un quadro completo ed evoluto a partire dal Backlog che è aihme piatto e mono dimensionale e dall’altro parlerò di cosa vuol dire veramente avere un approccio iterativo e incrementale nello sviluppo di un sistema.
CREATIVITY AND PROBLEM SOLVING IN THE DEVELOPMENT OF ORGANIZATIONAL INNOVATION
R. Pellissier Department of Business Management, University of South Africa.
F. SousaPresident, Apgico, INUAF, Loulé, Portugal.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Kurt lewin’s action research model - OD process - Organizational Change and...manumelwin
The process of change involves three steps
Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.
Changing: The situation is diagnosed and new models of behavior are explored and tested.
Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted.
Ulf Eriksen, Head of Nordic & UK Trading & Origination in Statkraft, on the European renewables expansion. Presentation held on the conference Fornybarkonferansen in Bergen, Norway June 2014.
Mature product backlog and how to deal with it - workshop - main slide deckBartek Gatz
This presentation was first shown during BeIT conference in March 2017. It is a background slide deck for a workshop around backlog prioritisation, cleaning, effective hypothesising and measurements. It comes together with helper materials available as separate decks.
Please make sure to also download
1. https://www.slideshare.net/secret/ej2JPiy7VS8BCn
2. https://www.slideshare.net/secret/1NlWm6VyBV9Kw
Scrum XP è sempre più la metodologia di riferimento per i team e alcuni concetti sono divenuti di uso comune per chiunque operi nel mondo dell’IT (sia piccole realtà sia grandi aziende). Tra questi spiccano termini come user story e Product Backlog.
L’utilizzo delle user story ha sempre più spesso rimpiazzato i tradizionali documenti di specifiche funzionali e gli use case, mentre il Product Backlog è diventato lo strumento per tracciare tutto ciò che riguarda la realizzazione di un Prodotto.
Eppure entrambi hanno una serie di punti deboli. In questo talk mi concentrerò da una parte sulla difficoltà di avere un quadro completo ed evoluto a partire dal Backlog che è aihme piatto e mono dimensionale e dall’altro parlerò di cosa vuol dire veramente avere un approccio iterativo e incrementale nello sviluppo di un sistema.
CREATIVITY AND PROBLEM SOLVING IN THE DEVELOPMENT OF ORGANIZATIONAL INNOVATION
R. Pellissier Department of Business Management, University of South Africa.
F. SousaPresident, Apgico, INUAF, Loulé, Portugal.
Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Kurt lewin’s action research model - OD process - Organizational Change and...manumelwin
The process of change involves three steps
Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.
Changing: The situation is diagnosed and new models of behavior are explored and tested.
Refreezing: Application of new behavior is evaluated, and if reinforcing, adopted.
Kristian Fischer - Put Test in the Driver's SeatTEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Put Test in the Driver's Seat by Kristian Fischer. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
The ROI of KaiNexus and the Workout MethodologyKaiNexus
- How one organization saved over $800,000 in 100 days using the KaiNexus WorkOut Methodology
- The background, process, and ROI of the KaiNexus WorkOut Methodology
- Brief demo of the KaiNexus Platform
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
010320171Supporting Change within Organisations.docxcroftsshanon
01/03/2017
1
Supporting Change within
Organisations
Diploma in HR Practice
Version 3 01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the session
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
01/03/2017
2
Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
... is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong's Handbook of Human Resource
Management Practice. London: Kogan Page.
Group Exercise
Why do organisations change?
01/03/2017
3
• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
01/03/2017
4
Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
01/03/2017
5
• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformationa.
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
This PowerPoint presentation represents Tricordant's approach to equipping organisations to be whole. This presentation in particular focuses on integrated leadership.
A PowerPoint presentation explaining Tricordant's Scoring process. Tricord scoring helps identifies when cluster of whole work cycles join to form a larger cycle at the next level.
A PowerPoint presentation explaining Tricordant's attitude to Whole Work Units. Significant events are a progression, or cluster of progressions, which involves a combination of a) Significant Creation b) Significant Transformation c) Significant Inspiration. These help lead to a new identity.
Pp slide set 2 healthy work for whole peopleTricordant
A PowerPoint presentation detailing Tricordant's view on Healthy Work for Whole People. The Tricord is used to demonstrate the work needs of employees.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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2. 07/04/2014 Whole System Change Management 2
IBM announced in Oct 2008 the results of a
study from more than 1,500 change
management executives from 15 countries,
which reveals that nearly 60% of projects
aimed at achieving business change do not
fully meet their objectives.
3. 07/04/2014 Whole System Change Management 3
"The only constant in life is change.”
(Herakleitos; Heraclitus) of Ephesus
(c.535 BC - 475 BC) Greek philosopher
4. 07/04/2014 Whole System Change Management 4
Change Perspectives
• Heifitz, (adaptive technical change)
• Kotter, (reasons why change fails / leadership & management of change)
• Weisbord, (history of change in org’s – productive workplaces)
• Senge, (tell – sell. Push – Pull approaches to implementing change)
• Bryson & Anderson, (Large Group Interaction ,Methods & Rapid
Improvement Events (RIEs.)
• Bridges, (endings – transitions - beginnings)
• Bidgood, (Significant events, transformations and phases of change)
5. 07/04/2014 Whole System Change Management 5
We see all
organisations as
complex adaptive
systems.
They are similarly
complex as a human
body and always
changing to learn,
develop and adapt
to their
environment.
6. 07/04/2014 Whole System Change Management 6
...... a metaphor for whole system change
management....both emergent and planned.
Human Development
& Maturity
7. 07/04/2014 Whole System Change Management 7
Planned
Functional Step
Change
Whole System
Transformational
Change
Local Continuous
Improvement
Gradual Systemic
Evolution
Scale of Change
Complexity of Change
Small
Whole SystemComponent
Major
11. 07/04/2014 Whole System Change Management 11
Whole System Change
Strategy
Systems Culture
Identity
Strategy
Systems Culture
Identity
Current State Future State
Step-change
Transformation
Evolution and
Continuous
Improvement
AND
12. 07/04/2014 Whole System Change Management 12
Strategy
Systems Culture
Identity
Whole
System Change
Strategy
Systems Culture
Identity
Current State Future State
Systems Change
Cultural Change
Strategy Change
Identity Change
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Response to Significant
Event Change
Adapted from Kubler-Ross model
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The Change Cycle
Plan the
Change
Significant
Event
Make the
Change
Stick
Deliver
the
Change
16. 07/04/2014 Whole System Change Management 16
Tricordant’s
Change Model
Case for
Change
Deliver the
Change
Prepare for
Change
Make
Change Stick
Strategy
Systems Culture
Identity
Current State
Strategy
Systems Culture
Identity
Future State
Significant event Significant event
17. 07/04/2014 Whole System Change Management 17
The Stages of
Change
• Create a compelling case and vision for change
• Engage key stakeholders around case for change
Case for
Change
• Agree change work streams /areas
• Appoint Business Leaders as change work stream leaders
• Design the changes (engaging with people affected)
Plan the
Change
• Deliver quick wins
• Pilot significant changes before full rollout
• Implement changes
Deliver the
Change
• Evaluation and metrics monitored
• Provide feedback to senior stakeholders
• Put in place continuous improvement mechanisms
Make the
Change
Stick
18. 07/04/2014 Whole System Change Management 18
A Whole System
Change Framework
Whole System Aspects of
Releasing and Driving
Change
Case for
Change
Plan the
Change
Deliver the
Change
Make the
Change
Stick
Strategy •Concept
•Vision
•Goals
•Objectives
•Values
Systems •Processes
•Governance
•Infrastructure
•Projects
•People Structure
•Skills
•Measurement Reward
Culture •Spirit
•Energy
•Teamwork
•Language
•Motivation
•Ethos
•Evaluation
20. 07/04/2014 Whole System Change Management 20
...... a metaphor for whole system change
management....both emergent and planned.
Human Development
& Maturity
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The Ambidextrous
Organisation
Managing
the polarity
every day
Delivering
the today
Designing
the
tomorrow
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The Adaptive Organisation
Plan
LearnDeliver
Every team at
every level
continuously
learning and
adapting.
24. 07/04/2014 Whole System Change Management 24
The Adaptive
Organisation
Division
Department
PrimaryTeam Primary Team PrimaryTeam Primary Team Primary Team
Department Department
Division Division
Organisation
Plan
LearnDeliver
Plan
Deliver
Learn
Plan
Learn
Deliver Plan
LearnDeliver
26. 07/04/2014 Whole System Change Management 26
Example of Phases for a
Transformation Project
Kickoff and
Planning
Data Gathering
& Mapping
High Level Org
Design &
Workforce
Strategy
Option Testing
Detailed Org
Design and
Workforce
Strategy
Presenting &
Discussing
Conclusions
1: ’Whole System’ Org
Design and Workforce
Strategy
Multi- Skilling
Development
Annualised Hours
Detail Relocation and moves
Organisational/ Team
Structure
Preparation
Consultation
Refining
Testing
Deploying
Embedding
2: Component Detail
Design and
Implementation Planning
Workstreams
Job Descriptions and
Grading
Process and Facility
Change
3: Implementation/Change
Management and post-
implementation support
27. 07/04/2014 Whole System Change Management 27
Project Management
Reporting
Weekly Project Report
Client Name Client Contact
Project Director Project Manager
Project Description Week Commencing
Team Legend
Status Against Plan (including actions to remedy):
Task
Key Issues (including actions to Remedy, all Issues will be added to the Issues Log):
As identified
Key Risks (including actions to Remedy, all Risks will be added to the Risk Register):
As identified
Completed By:
Date:
Project Risk Register
Client Name Client Contact
Project Director Project Manager
Project
Description
Week Commencing
Team Legend
KEY:
Low risk
(1 – 3)
Moderate risk
(4 – 6)
Significant risk
(8 – 12)
High risk
(15 – 25)
Issue
No
Description Mitigation Risk Owner Proximity
(date)
1
2
3
4
5
6
7
8
28. 07/04/2014 Whole System Change Management 28
Project Management
Reporting
Project Issues Log
Client Name Client Contact
Project Director Project Manager
Project Description Week Commencing
Team Legend
Issue
No
Description Mitigation Owner
1
2
3
4
5
6
7
8
9
31. 07/04/2014 Whole System Change Management 31
The hidden dimension
Visible dimension
- Rational
- Structural
- Policies
- Goals and commitments
Hidden dimension
- Culture, how things are done
here
- Group and organisational
dynamics
- Interpersonal tensions
- Hope and aspirations
- Potential and creativity
32. 07/04/2014 Whole System Change Management 32
Polarity Map
Negative results from over focus
on left pole:
Negative results from over-focus
on the right pole:
Positives results from focus on the
right pole:
Positive results from focus on the
left pole:
Left Pole Right Poleand
34. 07/04/2014 Whole System Change Management 34
Multiple Levels of
Change Support
Changing the organisation
Managing the change process
Personal change support
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Project Resources
Resource
Input
Time
Client project members
Tricordant project members
Analysis and
high-level design Detail Design Implementation
37. 07/04/2014 Whole System Change Management 37
Change
Management
Workforce
design
Organisation
Design
Whole Systems
Organisation Development
38. 07/04/2014 Whole System Change Management 38
Organisation
Design Support
The Tricord Organisational Model
Whole Work Team Attributes Whole Work Units
Work Cycle /
Flow Redesign
Tricord
Scoring
Organisational Build-up
39. 07/04/2014 Whole System Change Management 39
Workforce Planning &
Resource Management Support
Resource
Management
High utilisation
of staff
- Resource allocation
systems
- Flexible resource
management
- Performance
management
Talent
Management
Internal pipeline
of capable staff
- Succession Planning
- Career Frameworks
- Leadership
Development
Workforce
Planning
Sourcing of
workforce for
the long term
- Workforce Strategy
and Plans
- Strategic capability
frameworks
- Workforce modelling
Focus
Type of
Support
Short
Term
Medium
Term
Long
Term
Time
Scale
1 year 3 year
41. 07/04/2014 Whole System Change Management 41
Workstream
Leader
Site Leader
(Programme Sponsor)
Site Leadership Team
(Programme Board)
BFF/RFT
Programme
Leader
Change
Leader
Workstream
LeaderWorkstream
LeaderWorkstream
LeaderWorkstream
Leader
Project TeamProject TeamProject TeamProject Team
Project TeamProject TeamProject TeamProject Team
Project TeamProject TeamProject TeamProject Team
Admin/project
resource
Full Time Part Time
Programme Office
Line Mgt/Coach
Workstream Sponsor
Programme mgtChange mentoring
Workstream Sponsors
Accountability
structure
Example
Only
42. 07/04/2014 Whole System Change Management 42
12 Tests for a Whole and
Healthy Organisation
1. Identity Test – The organisation has a strong sense of its reason, core purpose, uniqueness,
ethic, history and brand.
2. Customer test - The organisation is aligned to address the needs of each targeted segment of
external customers or clients (normal and exceptional conditions)?
3. Parent test – The organisation is aligned with the parent’s corporate strategy and source of
competitive value-add?
4. People test – The organisation can be delivered given the skills and availability of people?
5. Realism test – The design is practical given the technical, legal and geographic constraints
(normal and exceptional conditions)?
6. Significance test – All teams are ‘whole work teams’ delivering at least 1 ‘significant event’
7. Accountability test – All teams are held accountable against stretching measures focused on
their significant event?
8. Autonomy test – All teams have clear leadership and are empowered to learn and continuously
improve? Teams that need to be culturally different are allowed to be so?
9. Human scale test – Team size and leadership spans of control are within natural, social limits.
10. Efficiency test – No redundant levels? No insignificant teams? All team roles are value-adding?
11. Complexity test – The simplest organisational form given the number of ‘difficult’ dimensions
that need to be managed?
12. Subsidiarity test – Work is devolved down to the lowest sensible level?
Acknowledgement to contribution from Michael Goold and Andrew Campbell’ Designing Effective Organisations, Jossey-Bass 2002.
43. 07/04/2014 Whole System Change Management 43
Readiness for
Change Review
1. Have you collectively got a real ‘heart ‘for this change?
2. Are people clear about true core purpose and ‘identity’ of the organisation?
3. Does the organisation have strong leadership for this change. Is this understood
also as ‘distributed leadership’?
4. Is there a team, however small, with real passion and spirit, to act as an internal
seed of change? Are these the right people?
5. Have you got a history or track record in coping with such change before?
6. Have you a ‘whole system’ vision (Tricord) of where you wish to head towards?
7. Is that vision and motivation one of excellence, quality, efficiency, service, learning
and improvement?
8. Are your plans realistic and practical given the constraints on the organisation?
9. Are you going to put in place professional project/programme management and
build-in visible, honest, open reviews?
10. Can you really free up the time and resources to give this the ongoing commitment
this requires? What is the evidence of being willing to do this?
11. How will you measures successful progress on the journey. What are the key
measures indicating better delivery of the core purposes.
12. Are you all up for embarking on this journey, knowing that it wont be smooth, and
will demand more of you all? Is there a sense of humility about this?
Score each intuitively out of 5.
44. 07/04/2014 Whole System Change Management 44
Coaching for Change
• Increased awareness: or giving information to heighten the coachee’s recognition of the
issues that he or she is facing.
• Emotional awareness: which refers to the coachee experiencing and expressing issues
about the problem.
• Reviewing the impact of the behaviour on the people in the coachee’s environment:
such as colleagues, friends and family.
• Reappraising the self: in relation to the feelings about the same.
• Environmental control: or changing or avoiding triggers for the old behaviour.
• Developing support networks: which includes enlisting the help of the coach,
colleagues, mentors, or others in the coachee’s environment, to support the new
behaviours.
• Developing alternative behaviours: refers to substituting new responses thoughts and
feelings for the old behaviours.
• Rewarding changes: includes any reinforcement for the new, desired behaviours from
the coachee (self reinforcement) or others in his or her environment.
• Commitment occurs when the coachee chooses and commits to actions that will bring
about change.
Ref : Prochaska
46. 07/04/2014 Whole System Change Management 46
0
1
2
3
Integrator
Guardian
Brand Leader
Steward
Visionary
Strategist
Marketer
Director
ProcessLeader
Innovator
Designer
Performance Manager
Coach
Team Builder
Organisational Broker
Engager
LeadershipDiagnosis Result - Based on Scale
SAMANTHA
RACHEL
ANDREW
Integrated Leadership
Development
• An integrated leadership team solves the critical issue of the
“Incomplete Leader” (HBR, Feb 2007) - drawing on diverse strengths
across identity, strategy, systems and culture domains
• The Tricord Leadership Diagnostic provides the basis for assessing
and developing the breadths of strengths in a leadership team