This document discusses change management and the change process. It addresses internal and external drivers of change, reasons for employee resistance to change, the role of organizational culture and change agents. It emphasizes taking a systems approach to change and the importance of leadership. The document outlines a six-phase change management process and concludes with three principles of effective change management known as "Newton's Laws."
This document discusses strategic change management. It defines change as making an essential difference that can result in a loss of identity or substitution. Change management provides a structured approach to implementing new methods and processes in an organized way to prepare stakeholders for transformation. Environmental factors outside an organization like markets, technology, politics, economics and culture can trigger the need for change. The document outlines different types of organizational change and levels of change. It also discusses factors for successful change management like leadership and communication, as well as factors for failure like misunderstandings and low tolerance for change.
1. Compare total costs to total volume growth using regression analysis to identify if costs are increasing faster than volume. Costs should not increase as fast as volume.
2. Separate manufacturing and non-manufacturing costs and analyze cost growth for each to see how value-adding vs non-value adding functions are impacting costs.
3. Perform product-level analysis of cost trends vs volume growth and manufacturing vs non-manufacturing costs to identify opportunities at the product line level.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
(1) There are three main considerations for managing strategic change: the type and scope of change required, the wider organizational context, and a force field analysis of restraining and driving forces.
(2) There are five main styles of change management - education and communication, collaboration and participation, intervention, direction, and coercion - with each being appropriate depending on the type and willingness of those affected by the change.
(3) Key roles in change management include strategic leaders, middle management, and outsiders, while levers for change include turnaround strategies, crisis stabilization, management changes, communication, market focus, prioritization, and financial restructuring.
Strategic change management in large organizations is complex, involving hundreds to thousands of people across multiple programs and projects. It requires addressing both structural and cultural changes while continuing business operations. Successful change depends on establishing a clear need for change, communicating an attractive vision, and convincing people the change is practical. It also requires overcoming resistance, which varies based on the perceived threats and benefits of change. A holistic approach is needed to coordinate all elements of the organization, as modeled by frameworks like the Burke-Litwin Change Model. While new processes and systems are important, truly benefiting requires supporting people through the emotional transitions of change over time.
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
The document summarizes the book "Making Sense of Change Management" which provides a comprehensive coverage of models, tools, and techniques for successful change management. It focuses on individual, team, and organizational change to help readers apply concepts to unique situations. The book contains revised chapters on culture change and the integration of change management with project management. It is aimed at anyone leading or participating in change initiatives to understand why and how change happens and what is needed to make change more effective.
This document discusses change management and the change process. It addresses internal and external drivers of change, reasons for employee resistance to change, the role of organizational culture and change agents. It emphasizes taking a systems approach to change and the importance of leadership. The document outlines a six-phase change management process and concludes with three principles of effective change management known as "Newton's Laws."
This document discusses strategic change management. It defines change as making an essential difference that can result in a loss of identity or substitution. Change management provides a structured approach to implementing new methods and processes in an organized way to prepare stakeholders for transformation. Environmental factors outside an organization like markets, technology, politics, economics and culture can trigger the need for change. The document outlines different types of organizational change and levels of change. It also discusses factors for successful change management like leadership and communication, as well as factors for failure like misunderstandings and low tolerance for change.
1. Compare total costs to total volume growth using regression analysis to identify if costs are increasing faster than volume. Costs should not increase as fast as volume.
2. Separate manufacturing and non-manufacturing costs and analyze cost growth for each to see how value-adding vs non-value adding functions are impacting costs.
3. Perform product-level analysis of cost trends vs volume growth and manufacturing vs non-manufacturing costs to identify opportunities at the product line level.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
(1) There are three main considerations for managing strategic change: the type and scope of change required, the wider organizational context, and a force field analysis of restraining and driving forces.
(2) There are five main styles of change management - education and communication, collaboration and participation, intervention, direction, and coercion - with each being appropriate depending on the type and willingness of those affected by the change.
(3) Key roles in change management include strategic leaders, middle management, and outsiders, while levers for change include turnaround strategies, crisis stabilization, management changes, communication, market focus, prioritization, and financial restructuring.
Strategic change management in large organizations is complex, involving hundreds to thousands of people across multiple programs and projects. It requires addressing both structural and cultural changes while continuing business operations. Successful change depends on establishing a clear need for change, communicating an attractive vision, and convincing people the change is practical. It also requires overcoming resistance, which varies based on the perceived threats and benefits of change. A holistic approach is needed to coordinate all elements of the organization, as modeled by frameworks like the Burke-Litwin Change Model. While new processes and systems are important, truly benefiting requires supporting people through the emotional transitions of change over time.
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
The document summarizes the book "Making Sense of Change Management" which provides a comprehensive coverage of models, tools, and techniques for successful change management. It focuses on individual, team, and organizational change to help readers apply concepts to unique situations. The book contains revised chapters on culture change and the integration of change management with project management. It is aimed at anyone leading or participating in change initiatives to understand why and how change happens and what is needed to make change more effective.
Fundamentals of Organizational Change ManagementDave Angelow
The document discusses how organizational change management tools can help improve project outcomes and reduce failure rates. It outlines that projects often drive change that impacts people and organizations. If change is not actively managed, it can lead to uncertainty, stress and poor performance. The document recommends using tools like communicating the business case, leadership involvement, education and training, and recognition throughout the project lifecycle to minimize disruption from change and reduce risk.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Is change management tactical or strategic v6Gail Severini
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
This document summarizes interim results from a study on strategic change management. It provides the following key points:
- 85% of companies have experienced a strategic change in the past 5 years, with nearly 50% experiencing multiple changes. The top three types of changes were organizational restructuring, taking a new strategic direction, and downsizing.
- Most companies are not handling strategic changes very effectively, with around 20% saying their process was ineffective. Communication of goals, scope, and expectations is lacking.
- While internal communication is seen as most important, employees are often only informed once a change is happening. Few are engaged in early planning or post-execution phases.
- Having a change management plan in
The document discusses strategic change management for implementing enterprise work collaboration. It outlines three key steps: 1) Organizing for change by defining a culture that promotes collaboration, 2) Implementing change through communication, training, collaboration and feedback, and 3) Maintaining momentum by setting visible, concrete and unambiguous goals and celebrating milestones. Successful change management requires preparation, overcoming obstacles, and sustaining momentum over time.
This document provides an overview of change management training. It discusses why change management skills are important for organizations and outlines the key aspects that will be covered, including understanding change management dimensions, designing change management steps, and leveraging change management. It also references models for managing organizational change, including Kotter's 8-step problem-centered model and the appreciative 4-D model. The training is estimated to take 2-2.5 hours and provides examples and activities to help participants apply the concepts.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document discusses change management and organizational growth. It provides an overview and background on why organizations need to change and defines change management. It also discusses Greiner's Model of Organizational Growth, Porter's Five Forces of Competition, and Kotter's eight steps for managing change. The document emphasizes that change is a process that goes through phases and critical mistakes can lead to failure, so change management is important for organizational growth.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
This document discusses four approaches to leadership and change management:
1) Trait approach which identifies personality traits common in leaders.
2) Behavioral approach which focuses on observable manager behaviors that can be learned.
3) Integrative approach which examines variables like charismatic leadership.
4) Power-influence approach which considers the types and uses of power by leaders.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
Change management is an organizational process of transitioning individuals, teams, and organizations from a current state to a desired future state. It helps stakeholders accept and embrace changes in their business environment. There are three main areas of change in an organization: strategic, structural, and process-oriented/people-centered. Reasons for change include increased competition, smarter customers, improvements in operations, and advances in technology. People resist change due to factors like loss of job security, fear of the unknown, and organizational politics. Successful change management models include Prosci's ADKAR model and Kurt Lewin's three-step model of unfreezing, changing, and refreezing. The components of change management involve assessing readiness, creating a
This document discusses change management and total quality management (TQM). It provides an overview of TQM, including that it is a broader concept than statistical process control that applies quality methods to the entire organization. The document outlines some key aspects of TQM like exceeding customer expectations, implementing across functions, and focusing on prevention over detection. It also discusses quality leaders like Deming, Juran, and Crosby and their approaches. Finally, it emphasizes the importance of meaningful measurements for quality that promote prevention.
Understanding and Implementing Organizational ChangeCourtney Doutherd
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
Change management excellence using the five intelligences for successful or...CCL Pharmaceuticals
This document introduces the concept of the "change compass" as a model for the key qualities needed for successful change leadership. It identifies four types of intelligence on the compass:
1) Business intelligence (BQ) which provides the rationale and strategy for change
2) Political intelligence (PQ) which helps influence stakeholders
3) Spiritual intelligence (SQ) which provides inner strength and vision
4) Emotional intelligence (EQ) which supports positive relationships during change
The document argues that effective change leaders need to be strong in all four areas. It provides examples of how leaders can develop each type of intelligence. Finally, it includes a self-assessment for readers to evaluate their natural tendencies and strengths on the change
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Fundamentals of Organizational Change ManagementDave Angelow
The document discusses how organizational change management tools can help improve project outcomes and reduce failure rates. It outlines that projects often drive change that impacts people and organizations. If change is not actively managed, it can lead to uncertainty, stress and poor performance. The document recommends using tools like communicating the business case, leadership involvement, education and training, and recognition throughout the project lifecycle to minimize disruption from change and reduce risk.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Is change management tactical or strategic v6Gail Severini
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
This document summarizes interim results from a study on strategic change management. It provides the following key points:
- 85% of companies have experienced a strategic change in the past 5 years, with nearly 50% experiencing multiple changes. The top three types of changes were organizational restructuring, taking a new strategic direction, and downsizing.
- Most companies are not handling strategic changes very effectively, with around 20% saying their process was ineffective. Communication of goals, scope, and expectations is lacking.
- While internal communication is seen as most important, employees are often only informed once a change is happening. Few are engaged in early planning or post-execution phases.
- Having a change management plan in
The document discusses strategic change management for implementing enterprise work collaboration. It outlines three key steps: 1) Organizing for change by defining a culture that promotes collaboration, 2) Implementing change through communication, training, collaboration and feedback, and 3) Maintaining momentum by setting visible, concrete and unambiguous goals and celebrating milestones. Successful change management requires preparation, overcoming obstacles, and sustaining momentum over time.
This document provides an overview of change management training. It discusses why change management skills are important for organizations and outlines the key aspects that will be covered, including understanding change management dimensions, designing change management steps, and leveraging change management. It also references models for managing organizational change, including Kotter's 8-step problem-centered model and the appreciative 4-D model. The training is estimated to take 2-2.5 hours and provides examples and activities to help participants apply the concepts.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document discusses change management and organizational growth. It provides an overview and background on why organizations need to change and defines change management. It also discusses Greiner's Model of Organizational Growth, Porter's Five Forces of Competition, and Kotter's eight steps for managing change. The document emphasizes that change is a process that goes through phases and critical mistakes can lead to failure, so change management is important for organizational growth.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
This document discusses four approaches to leadership and change management:
1) Trait approach which identifies personality traits common in leaders.
2) Behavioral approach which focuses on observable manager behaviors that can be learned.
3) Integrative approach which examines variables like charismatic leadership.
4) Power-influence approach which considers the types and uses of power by leaders.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
The document provides an overview of change management concepts and an 8-step model for leading successful organizational change, emphasizing the critical roles of leadership in establishing urgency around the need for change, building a guiding team, communicating effectively, and addressing resistance to change. It also outlines common reasons why change efforts fail and offers tools and templates to help structure change planning, assessment, communications and roles.
This document summarizes a research paper about how two change agents, Blue Jay Consulting and MEDI, assisted a hospital called Health Central Hospital in implementing changes to improve processes and culture. Blue Jay Consulting used a change management approach to improve emergency department processes and flow, while MEDI used an organizational development approach to create a collaborative employee culture and break down silos. Both agents helped the hospital target weaknesses and increase patient satisfaction in order to change its reputation from "Death Central".
Change management is an organizational process of transitioning individuals, teams, and organizations from a current state to a desired future state. It helps stakeholders accept and embrace changes in their business environment. There are three main areas of change in an organization: strategic, structural, and process-oriented/people-centered. Reasons for change include increased competition, smarter customers, improvements in operations, and advances in technology. People resist change due to factors like loss of job security, fear of the unknown, and organizational politics. Successful change management models include Prosci's ADKAR model and Kurt Lewin's three-step model of unfreezing, changing, and refreezing. The components of change management involve assessing readiness, creating a
This document discusses change management and total quality management (TQM). It provides an overview of TQM, including that it is a broader concept than statistical process control that applies quality methods to the entire organization. The document outlines some key aspects of TQM like exceeding customer expectations, implementing across functions, and focusing on prevention over detection. It also discusses quality leaders like Deming, Juran, and Crosby and their approaches. Finally, it emphasizes the importance of meaningful measurements for quality that promote prevention.
Understanding and Implementing Organizational ChangeCourtney Doutherd
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
Change management excellence using the five intelligences for successful or...CCL Pharmaceuticals
This document introduces the concept of the "change compass" as a model for the key qualities needed for successful change leadership. It identifies four types of intelligence on the compass:
1) Business intelligence (BQ) which provides the rationale and strategy for change
2) Political intelligence (PQ) which helps influence stakeholders
3) Spiritual intelligence (SQ) which provides inner strength and vision
4) Emotional intelligence (EQ) which supports positive relationships during change
The document argues that effective change leaders need to be strong in all four areas. It provides examples of how leaders can develop each type of intelligence. Finally, it includes a self-assessment for readers to evaluate their natural tendencies and strengths on the change
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
This document describes an agility readiness assessment tool that evaluates an organization's preparedness for adopting agile methods. It identifies eight factors that indicate agility readiness: need, business change drivers, cleanliness, skills, resourcing, measures, innate change capability, and change energy. The assessment uses a questionnaire to score each factor from 1 to 5 based on qualitative questions, in order to generate a profile that shows where an organization is strong and needs improvement in becoming agile. Sample profiles demonstrate how the scores could indicate an organization that is agility ready, change fatigued, has low agile need, or is typically not very agile. The tool aims to define an organization's agility readiness and identify areas needing
To meet the challenges of economic fluctuations, demanding competitive environments, and aggressive market conditions, companies need to be continuously evolving and adapting. Supporting the evolution are change management processes that focus on processes, structures, talent strategies and their alignment to the business realities.
Change management involves tried and tested methodologies, supported by robust HCM technology to evaluate scenarios, monitor impact and embrace change with flexibility, clarity and efficiency.
The document outlines checklists to guide the transition of the Veterans Relationship Management (VRM) Program Management Office to the Enterprise Access and Integration office over three phases (pre-transition, transition, and post-transition). It recommends establishing a transition team, developing communication plans for stakeholders, creating education and training programs, and managing change readiness, resources, and acquisitions. The pre-transition checklist identifies over 50 activities to complete in the 90 days before the transition begins.
Business Readiness Assessment & Ocm PlatformEduardo Muniz
The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
The document provides a checklist for planning and evaluating organizational change. It outlines key questions to consider in areas such as resources required, stakeholder consultation, communication plans, change readiness assessments, and evaluation criteria. Questions address issues like impact on staff, resistance factors, management support, and sustainability of changes. The checklist aims to help ensure change initiatives are well-planned and their success can be properly assessed.
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
The document discusses advanced applications of the ADKAR model for change management. It covers using ADKAR to establish a common language for change, focusing on desired outcomes for change initiatives, providing timing guidance for change management activities based on ability milestones, establishing frameworks for measuring change at individual and organizational levels, and coaching managers to help individuals through the change process.
This change management plan outlines the process for managing changes to the Project Management Improvement, Phase 3 project. It defines the project constraints, items subject to change management, roles and responsibilities, and the five step change management process of submittal and logging, evaluation, decision, integration, and communication. The budgetary impact of changes is estimated to be between $250-$500, with approximately 5 change requests requiring 10-15 hours to evaluate and manage.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
The document discusses the importance of change management teams in organizational projects. It defines groups and teams, and describes the stages of their development. An effective change management team is cohesive, committed, organized, and representative. The core roles on a change management team include a lead, consultant, and area leads. The team supports initiatives like change readiness assessment, communications, and organizational alignment. Successful implementation requires clearly defining team roles and responsibilities, as well as effective communication throughout the project.
The document discusses the Prosci ADKAR model for successful change management. The model proposes that individuals successfully change when they have the necessary Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR). It examines factors that influence and build each element of ADKAR, as well as resisting factors. For example, awareness is built through communication and events, but can be resisted by comfort with the status quo. The document provides details on applying the ADKAR model to understand and facilitate individual change.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
The document discusses key aspects of policy formulation, strategy formulation, and project implementation. It defines what policy and strategy are, outlines the processes of formulating policy and strategy, and describes approaches to implementing projects. Some challenges of policy formulation and strategy formulation discussed include lack of data, political pressures, limited resources and expertise. The importance of effective policy formulation, strategy formulation and project implementation for achieving organizational goals is also highlighted.
Meaning of strategic management & its levels111Apeksha Bhatkar
Strategic management involves determining a company's strategy and ensuring its implementation. It includes analyzing external/internal factors, formulating strategies to achieve objectives, implementing strategies, and evaluating results. There are three levels of strategy - functional, business unit, and corporate. Functional strategy focuses on operating divisions/departments, business unit strategy on cost leadership/differentiation, and corporate strategy provides an overarching plan and framework. SWOT analysis and other tools help in strategic analysis and planning.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
PTCL is Pakistan's sole landline provider established in 1996. While Pakistan's telecom sector has grown, landline density remains stagnant. PTCL faces challenges including lack of investment, outdated infrastructure, and competition from cellular providers. Strategic recommendations are needed to address these issues and reform PTCL to better serve customers in Pakistan's evolving telecom market.
PTCL is Pakistan's primary telecommunications company established in 1996. It has its headquarters in Islamabad. While Pakistan's telecom sector has grown significantly in recent decades, particularly in cellular mobile and internet, landline density remains stagnant with PTCL as the sole provider. The document discusses PTCL's strategy formulation and challenges in improving landline services in Pakistan.
This document discusses strategy evaluation and control. It explains that strategy evaluation ensures companies achieve their objectives by comparing performance to goals and taking corrective actions. An effective evaluation process determines metrics, sets standards, measures performance, and takes action if needed. The document also outlines Rumelt's criteria for evaluating strategies, which are consistency, consonance, feasibility, and competitive advantage. It notes that evaluating strategies is challenging due to increasing environmental complexity and uncertainty.
Strategic planning involves developing long-term objectives and determining how to achieve them, while operational planning sets short-term objectives. A situation analysis examines a company's competitive strengths and weaknesses as well as opportunities and threats in the industry. Starbucks uses strategic planning to establish long-range goals and a growth strategy of expanding its existing coffee business, while operational plans cover marketing, operations, and other functions needed to execute daily operations.
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
The document discusses various concepts related to planning including:
- Defining planning as establishing goals, strategies, and plans to achieve goals and coordinate activities.
- Potential benefits of planning include improved performance, but criticisms include rigidity and inability to adapt to changes.
- Different types of plans including strategic, tactical, directional, and specific plans that vary in terms of focus, time frame, and specificity.
- Management by objectives which links individual objectives to organizational goals through participative goal setting and performance feedback.
- The strategic management process which is a nine step approach involving planning, implementation, and evaluation.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
This chapter discusses strategic management and competitive advantage. It covers the following key points in 3 sentences:
The strategic planning process involves selecting a mission and goals, analyzing external opportunities and threats, analyzing internal strengths and weaknesses, selecting strategies to leverage strengths and address weaknesses, and implementing strategies. Good strategic leaders articulate a clear vision and business model, commit to strategic decisions, delegate responsibilities, and make decisions by considering cognitive biases and multiple scenarios. The chapter also discusses competitive advantage, levels of managers, common pitfalls in planning, and characteristics of effective strategic leadership.
The chapter discusses strategic management and leadership. It defines key concepts like competitive advantage and outlines the strategic planning process. This involves selecting a mission, analyzing external/internal environments, identifying strengths/weaknesses/opportunities/threats via SWOT analysis, and selecting strategies. It also discusses levels of managers, common pitfalls in planning, and techniques for overcoming cognitive biases in decision making. Characteristics of good strategic leaders are vision, commitment, being well-informed, delegation, use of power, and emotional intelligence.
The document discusses strategic formulation and execution. It emphasizes that while well-formulated strategies are important, most strategies fail due to poor execution. Effective strategy evaluation is critical and includes reviewing strategy foundations, comparing actual and expected results, and taking corrective actions. Strategy evaluation allows organizations to adapt to changing environments and ensure strategic goals are met.
CHARTER 1 EVOLUTION OF BUSINESS POLICY AND STRATEGY (1).pptxDanielDeGuzman23
This document discusses the evolution of business policy and strategy. It defines key concepts such as business policy, strategy, strategic management, and tactics. Business policy refers to the set of rules that guide an organization, while strategy is management's plan to achieve goals consistent with the organization's mission. Strategic management involves analyzing opportunities/threats, strengths/weaknesses, establishing goals/mission, formulating strategies, implementing strategies, and engaging in strategic control. Tactics are more operational compared to strategies and support achieving strategies. The document also discusses different strategic types, bases of policies and strategies, and approaches to identifying them.
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
The document discusses four best practices for strategic planning based on BCG's research and experience. It recommends that companies explore strategy at distinct time horizons including long term (5+ years), medium term (3-5 years), and short term (1 year). It also suggests constantly reinventing and stimulating strategic dialogue, engaging the broader organization, and investing in execution and monitoring of the strategic plan. Effective strategic planning requires addressing different time frames, avoiding repetitive processes, involving the whole organization, and focusing on implementation.
This document discusses the concepts of business policy and strategy. It defines business policy as the set of rules that guide an organization's decisions and actions. Strategy is defined as management's plan to achieve organizational goals consistent with its mission. The document traces the evolution of strategic management from its origins in military science. It describes strategic management as an integrated process that considers both external environmental factors and long-term competitiveness and sustainability.
The document provides an overview of strategic management. It defines strategic management and discusses its importance, advantages, and disadvantages. It also outlines the strategic management process, which includes determining strategic position, choosing a strategy, and implementing the strategy. Additionally, it covers various strategy types at the corporate, business, functional, and operational levels. The document discusses concepts like competitive advantage, the McKinsey 7S framework, portfolio strategy, and strategic choice. It also examines tools for strategic analysis like PESTEL analysis, SWOT analysis, value chain analysis, and environmental scanning techniques.
2. Strategy Execution & Strategic Change Management Contact: Robert G. Barnwell CUNY Baruch College’s Zicklin School of Business One Bernard Baruch Way, Box B10 New York, NY 10010 Tel. (917) 771-4628 robert.barnwell@baruch.cuny.edu [email_address]
3. Executive Biography ROBERT G. BARNWELL The strategy execution and strategic change management study is being managed and supervised by Robert G. Barnwell. A clinical professor in the MBA program of CUNY Baruch College’s Zicklin School of Business, Robert is also a regularly invited guest speaker at such universities and business schools as Harvard, MIT, Stanford, and the Wharton School of Business. In addition to his academic and research experience, Robert has considerable strategy consulting and corporate finance experience working with companies undergoing significant strategic, operational and financial change. Robert is the author of the forthcoming book, A Lead, Follow or Get the Hell Out of the Way: Driving Rapid and Lasting Strategic Change (Summer 2011.) Robert completed his masters degree in business administration at New York University and received his undergraduate degree from Georgetown University in Washington D.C. To learn more about best practices in strategy execution and strategic change management or to participate in the study, please contact Robert via e-mail at [email_address] or by telephone at (917) 771-4628.
4.
5.
6. Strategy Execution & Strategic Change Management ABOUT THE STUDY Curious about why strategy execution programs and strategic change initiatives weren’t more successful, professor Robert Barnwell began to study the existing research on the subjects of strategic change management and strategy execution. What he found was a largely universal and broadly agreed-upon framework that crossed several disciplines, including project management, change management, Management by Objectives/Results, and strategy execution (see Section IV). Assuming that this basic framework isn’t to blame, something else (or some other combination of factors) must be responsible for the disappointing lack of success… To find out, Robert is supervising an ongoing study focused on identifying the most successful strategy execution and strategic change programs currently being employed within large publicly-listed corporations – with a focus on how these initiatives are being managed and implemented.
7. Fall 2009 Spring 2010 Summer 2010 Fall 2010 Spring 2011 Launch Study Perform comprehensive review of existing literature and research and meet with participating companies to scope study. Field Studies Identify 6-12 leading “best practices” and begin field tests with participating companies. Accelerate Research Expand corporate interviews and surveys ; and secure roles as observer and scholar-in-residence . Perform assessments and reviews as requested. Publish Initial Findings Publish findings (executive briefings, articles and books) following comprehensive dissemination of initial findings to corporate participants.
8.
9.
10. Strategy Execution & Strategic Change Management LEVEL & DURATION OF RESULTS Level of Impact disagree agree strongly agree Significant Notable/As Expected Limited None Negative Duration of Results Long-lasting (2-years+) Modest (12-24 months) Rapidly Dissipated (less than 12 months) No impact Of the strategic initiatives you’ve been involved in the past 10-years, how would you characterize the level and duration of the typical results?
18. Unfortunately, for the vast majority of companies and their executives, the answer to this question is a resounding “ No.”
19. “… less than 10% of the strategies effectively formulated are effectively executed.” — Robert Kaplan, Harvard Business School “… well-formulated business strategies fail 90 percent of the time…due to poor implementation…” — Raymond E. Levitt and William Malek, Stanford University “ Companies typically realise only about 60% of their strategy’s potential value because of failures in planning and execution.” — Economist Intelligence Unit survey
20.
21.
22. Carl von Clausewitz On War and “Friction” Carl Philipp Gottlieb von Clausewitz (1781-1831), author of Vom Kriege , ( On War ), introduced military strategists to the concept of “friction” which he described as the “…force that resists all action. It makes the simple difficult and the difficult seem impossible.” Put simply, friction refers to the challenges encountered when a strategy that requires the coordination and collaboration of a large group of different units meets the harsh realities of the battlefield. Von Clausewitz identified a number of sources of friction, including: The “Fog of War” or the inherent confusion during battle and difficulty of gathering reliable information; indecision by frontline officers; lack of proper arms, munitions and equipment (resources); lack of proper coordination; unclear or overly-complex battle plans; and inadequate communications. Von Clausewitz found that friction becomes particularly problematic with regard to the officers two or three ranks below the field general who originally conceptualized the strategy.
31. BEST PRACTICES A Few Highly-Focused Objectives A proper diagnosis typically leads to a small number of obvious prescriptive alternatives. However, the patient can only survive a handful of individual treatments at any one time and still expect to survive. Similarly, study participants have told us that it is critically important to “triage” business challenges and opportunities so that leadership can focus only on those that represent the highest payoff and potential for success. The most successful companies in our study were those that concentrated on one or two (and in no case more than 3) headline objectives at any given time . Once these had been accomplished, many began turning their attention to the next best 2-3 opportunities… and then the next. However, at any particular point in time, the entire organization is crystal clear on the 2-3 objectives that are currently most important.
32. BEST PRACTICES Construct a Framework Whatever the initiative, research participants extolled the virtues of creating or borrowing a formal framework, including: change management, Activity Based Costing (ABC), Business Process Reengineering (BPR), Manufacturing Process Improvement (MPI), Lean Six Sigma, GE Workout initiatives, JIT & Lean Manufacturing, and Value Based Management (VBM.) A successful management framework spells out the various steps and stages of an initiative, the necessary resources, a schedule of completion, and helps identify the individuals who should be responsible for completing the various tasks . By providing a structured “recipe,” formal frameworks increase the rate of success, accelerate and enhance results, eliminate and reduce associated risks, minimize required resources, improve communications and planning, and reduce complexity.
33. BEST PRACTICES Put It In Writing “ A goal without a [written] plan is just a wish .” While we’ve taken liberties with Antoine de Saint-Exupery’s (1990-1944) original quote, it serves to illustrate the importance of putting the action plan in writing. The process of crafting a written plan requires both thoughtfulness and specificity. It should identify, communicate and clarify the underlying need for the performance improvement program, the program’s principle objectives, supporting initiatives, individual responsibilities and accountabilities, resource allocations, reporting and meeting requirements, a schedule of key milestones/accomplishments, and associated performance metrics. Importantly, the written plan will also serves as a “checklist” for all that has been done and all that remains to be done.
34. BEST PRACTICES Get Ugly Despite the best crafted plans and formal frameworks, strategic change, particularly in a time of business uncertainty, is a messy affair. As German Field Marshall Helmut Karl Bernhard Graf von Molke (a disciple of von Clausewitz) pointed out, “No battle plan survives contact with the enemy.” Recognizing this, Moltke prepared his officers to adapt to the complexity and unknown variables that would unfold on the battlefield – variables which weren’t anticipated when the initial battle plans and scenarios were envisioned. Similarly, no matter how elegant a change strategy may first appear, corporate leadership must be prepared to deviate from – or abandon – aspects of the plan as information and the environment dictate . Inevitably, every performance improvement program requires continual course corrections… the process is rarely straightforward and never pretty .
35. BEST PRACTICES Search and Destroy The success of any performance-improvement program is as much a function of what the leadership team chooses not to do as it is a function of what the team does. Most strategic change and performance-improvement programs are characterized by profound resources constraints – particularly in terms of time and capital. To address these constraints and to enhance operating efficiencies, several companies (as well as Jim Collins, author of Good to Great ) have suggested maintaining a “stop doing” list. From a macro-view, the “stop doing” list may include non-core businesses, assets, projects, product lines, or markets that should be divested or abandoned. From a micro-view, the list often includes the elimination of unnecessary organizational layers and low or no-value operational or job processes. More important than an actual list, however, is the willingness to embrace the mindset required to aggressively seek out and eliminate low-value and value-destroying activities .
36. BEST PRACTICES The Strategic CFO Among the highest performing companies within our study, the outmoded view of the Chief Financial Officer as the green eye-shade wearing head bean-counter is long dead. A CFO capable of assuming a significant strategic role offers a huge advantage over competitors with less-strategic CFOs . In addition to providing traditional financial and managerial accounting information, the CFO supports strategic planning through insights afforded by market intelligence, competitor benchmarking, and a thorough understanding of the company’s leading revenue and cost components. Further, a strategic CFO actively participates in leading the day-to-day execution of performance improvement initiatives while refining performance metrics, improving resource allocation, and cascading expected results into financial projections and the budgeting process.
37. BEST PRACTICES Action Talks. Bullshit Walks. “ Your actions speak so loudly, I can’t hear what you’re saying .” “ The organization is looking to senior leadership to see if their actions match their words.” “ People are skeptical. They won’t believe in any new initiative unless they see immediate, notable, and tangible results… and then regular results at short intervals throughout the continuation of the program.” “ Employees are accustomed to a regular stream of changes that never seem to have any impact on their day-to-day jobs or, apparently, on the company’s performance. Unless you demonstrate otherwise, and demonstrate it repeatedly, people will ignore the program until it – and you – simply go away.”
38. Permission to Fail Required In addition to requiring regular progress reports and meetings, Geoff Merszei, former CFO of Dow Chemical, explains that the heads of Dow’s individual businesses are also required to obtain his advanced “permission to fail” to meet their agreed upon goals and targets. When individual business heads seek his permission to fail, Dow’s CFO and CEO have the opportunity to provide (i) any necessary resources or (ii) intervene with any cross-business conflicts to help the business get back on track . If nothing can be done to meet the originally scheduled objective, advanced warning allows the team to coordinate with other businesses who’s own initiatives are at risk due to possible inter-dependence with the trailing business. BEST PRACTICES
39. BEST PRACTICES A Culture of Accountability “ The written action plan has each manager’s name next to a given task. A name – not a title. The action plan and progress reports are circulated broadly. Everyone knows who’s performing and who’s not. Peer pressure can be brutal.” “ The program and individual projects can’t be managed by committee which, all too often, permit people to avoid, or be shielded from, having their name associated with decisions or responsibilities.” “ The program needs to be more important than any single individual. If someone isn’t performing, there needs to be some consequence. This may take the form of an informal discussion, formal performance-review, removal from a critical project, reduction in bonus, a job reassignment, or even termination .”
40. BEST PRACTICES External Perspectives While Chesley “Sully” Sullenberger, Captain of US Airways Flight 1549, began the decent to safely glide and land the disabled Airbus A320 onto the Hudson River on January 15, 2009, his head continued to rise and fall as he – and his flight crew – double-checked the information provided by the flight-deck gauges against the view outside the cockpit window. By accurately achieving proper airspeed, glide path, pitch and wing level, Captain Sully and his crew were able to land the aircraft on the river without the loss of a single life. Several CEOs in our research report the importance of doing much the same (albeit on a much less dramatic scale.) Unfortunately, the internal perspectives of a Company and its competitive environment are not always in sync with reality. Recognizing this, many successful leaders regularly solicit external perspectives from external board members, CEOs of non-competing companies, trusted consultants and advisors, interim managers, external hires, and debt and equity analysts.
43. Strategy Execution & Strategic Change Management THE STRATEGY AUDIT Based upon our initial research findings, academic and professional experience, and the contribution of leading consultants, academics and current and former CEOs, we’ve developed a strategy audit comprised of ~225 questions to help Companies’ assess both their strategies and execution management. The audit addresses such topics as competitive environment, strategy development, strategic leadership and management, strategy execution and implementation, communications and risk management practices. The following section presents 55 representative questions from the audit (which we will continue to refine and expand as our research progresses.) A copy of the entire audit may be found in the appendices of Robert’s forthcoming book Lead, Follow or Get the Hell Out of the Way: Driving Rapid and Lasting Strategic Performance (Spring/Summer 2011) or upon request (robert.barnwell@baruch.cuny.edu). Alternatively, interested companies are also invited to contact Robert and the research team about conducting a strategy review or audit for a modest stipend .
57. Appendix Two: RECOMMENDED READING Hrebiniak, Lawrence G. Making Strategy Work: Leading Effective Execution and Change . Philadelphia, PA: Wharton School Publishing, 2005. Kaplan, Robert S. and David P. Norton. The Execution Premium: Linking Strategy to Operations for Competitive Advantage . Cambridge, MA: Harvard Business School Press, 2008. Kotter, John. Leading Change . Cambridge, MA: Harvard Business School Press, 1996. Morgan, Mark; Raymond E. Levitt and William Malek. Executing Your Strategy: How to Break It Down and Get It Done . Cambridge, MA: Harvard Business School Press, 2007. Neilson, Gary L. and Bruce A. Pasternack. Results: Keep What’s Good, Fix What’s Wrong, and Unlock Great Performance . New York, NY: Crown Publishing, 2005. Tabrizi, Behnam N. Rapid Transformation: A 90-Day Plan for Fast and Effective Change . Cambridge, MA: Harvard Business School Press, 2007.