This document discusses the need for change management to evolve from a focus on managing individual change projects to promoting structural change within organizations. It argues that current change management practices will become ineffective as the world and business landscapes change rapidly. To adapt, change management must look at an organization's structural elements and drive change as a continuous process, not just for projects. It also must directly connect to and improve operations. The document provides a new model for structural change management that embeds flexibility and fluidity. It suggests organizations recruit people with diverse skills and promote roles and jobs that cross locations and functions. Structural change management measures an organization's ability to change, not just its readiness for change.
SymEx 2015 - Business Transformation, Change Management And Organization Rest...PMI Indonesia Chapter
We can put project management in two ways in management. First, the strategic management level with emphasis on business transformation, change management and organization restructuring. Second, in more operational level.
In strategic management level, a project is defined as breakthrough initiative to execute strategy in order to response changes in business environment where organization should perform a simple change management, organization restructuring or even a radical business transformation.
In operational level, as defined by PMI, a project is defined as a temporary endeavor undertaken to create a unique product, service or result. It has a defined beginning and end in time, and therefore defined scope and resources. It is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.
There are several issues about project management in strategic management level. There are (1) alignment to business strategy, (2) business contribution of project using Measured Organization Value (MOV), (3) change management strategy for projects, (4) multi-projects management as governed by Project Management Office (PMO) and (5) project-based organization and agile theory of organization.
Riri Satria will address his empirical lessons learned as strategic management and organization development practitioner in project management (with emphasis in business transformation, change management and organization restructuring) combined with his experience as academician with theories in project and strategic management.
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.
SymEx 2015 - Business Transformation, Change Management And Organization Rest...PMI Indonesia Chapter
We can put project management in two ways in management. First, the strategic management level with emphasis on business transformation, change management and organization restructuring. Second, in more operational level.
In strategic management level, a project is defined as breakthrough initiative to execute strategy in order to response changes in business environment where organization should perform a simple change management, organization restructuring or even a radical business transformation.
In operational level, as defined by PMI, a project is defined as a temporary endeavor undertaken to create a unique product, service or result. It has a defined beginning and end in time, and therefore defined scope and resources. It is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal.
There are several issues about project management in strategic management level. There are (1) alignment to business strategy, (2) business contribution of project using Measured Organization Value (MOV), (3) change management strategy for projects, (4) multi-projects management as governed by Project Management Office (PMO) and (5) project-based organization and agile theory of organization.
Riri Satria will address his empirical lessons learned as strategic management and organization development practitioner in project management (with emphasis in business transformation, change management and organization restructuring) combined with his experience as academician with theories in project and strategic management.
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.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
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
Rubric· No less than 4 pages· Double spaced 12-point font 1” .docxSUBHI7
Rubric:
· No less than 4 pages
· Double spaced 12-point font 1” margins
· Appendices, charts, citations and end notes are not included in the page length
· Do not plagiarize
1. Does the pattern of management developments at GE over the last century seem to reflect the pattern suggested by management theory? Explain your answer.
2. Which of GE’s management innovations seem to draw on a classical-management perspective? Which seem to draw on a behavioral-management perspective? Explain.
3. Why, in your opinion, has GE been so successful in integrating the management science approach with less quantitative approaches?
4. In what ways does the change in GE’s approach to leadership reflect the same conditions as those that influence its current approach to management?
5. What information can you find about GE's Crotonville Leadership campus? How are the classes structured? Who attends? What is GE trying to accomplish with Crotonville? What important information about Crotonville seems to be kept private by GE? Why?
43
04
Appreciative Inquiry: how do you do it?
Introduction
So far we have talked about the nature of conversation-based change processes such as Appreciative Inquiry,
and how they differ from other change interventions, particularly those based on a mechanistic understanding of
organizations. For us, Appreciative Inquiry along with other processes such as World Café, Future Search and
Open Space can be grouped within this emerging field. To help us understand the difference between these
approaches better, we want to explain one particular approach, Appreciative Inquiry, in some depth.
This chapter aims to provide an introduction to the core Appreciative Inquiry method. We make the point
throughout this book that Appreciative Inquiry is less a process and more of a way of being which guides the
practitioner. However, we also recognize that the journey towards this state of being an Appreciative Inquiry
practitioner involves doing Appreciative Inquiry processes. In this chapter we aim to describe the Appreciative
Inquiry model under its familiar four D headings: Discovery, Dream, Design and Destiny. We will review each
of the four elements in turn and offer action steps for each stage. Prior to this we will review the selection of
topics and consider how the inquiry question can be phrased.
Preparing for change
Before embarking on any change programme we would advocate that the organization needs to answer for itself
a series of questions. This is not an exhaustive list but these are the types of questions we ask when invited to
talk with clients about a change plan.
(a) Is Appreciative Inquiry right for us?
Appreciative Inquiry invites a different way of thinking about change. It replaces the model of undertaking an
organizational analysis, implementing a plan and then managing resistance, with a focus on identifying and
growing what is already giving life to the organization. While more traditional methodologies call for
s ...
HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
Change Management in Field Service OperationsJames Rock
this is the presentation I delivered at Service Management Europe conference. It covers some of my change management experience gained via implementing service re-design and implementation projects.
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Managing Projects through Major Quality Changes-Casey Dusenbery, Ecolab marcus evans Network
Presentation by Casey Dusenbery, Vice President, RD&E, Ecolab, Speaker at the marcus evans Medical Device R&D Summit held in Pasadena California June 2017.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Similar to The Future: Change as Advantage not Function (20)
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According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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The Future: Change as Advantage not Function
1. The Future:
Change As Advantage Not
Function
A new dimension to the function and role of
change management
Jeff Gandolfi
OpEx., NY, 7th March ´16
2. Aims
Think
Have some fun
Societal changes will mean current change management
will become increasingly ineffective
Change management needs to look at the structural
elements of change
Change management does not promote change and is
currently focused on change projects
Theme: Are you effectively deploying an OpEx. leadership strategy and managing
cultural changes?
3. Table of Content
1: Today and Tomorrow: What Change management is today and what
the future may hold
2: Change as Advantage: How change can drive an organisation forward
and directly improve operational
performance
3: Review: Final conclusions and further discussion
4. 2 Simple Questions
What is Change?
What is Change
Management?
From A to B
Managing a process of transition
Moving operations from Asia to Africa
Understanding where we are and
where we want to be while ensuring
the PMO/End User is happy
Discuss and determine 3 more simple definitions and
examples for EACH of these questions
5. 2 Simple Questions
What is Change?
What is Change
Management?
From A to B
Improving
Adapting
Managing a process of transition
Supporting people in transition:
Aligning personal/company
transition
Overcoming resistance to change
Being more responsive
Moving operations from Asia to Africa
100% online, no direct face-to-face
Instant loans at the point of sale
Understanding where we are and
where we want to be while ensuring
the PMO/End User is happy
Cultural development, training
Understanding the change process
Improving change readiness Making everything easier to change
Security: digital location different
from visa card location
6. Change Management Role
“Identify gaps, create and implement change strategies and plans that
maximize employee adoption”
People and Culture
“Work across teams leading: change strategy design and execution,
stakeholder engagement, organizational readiness, leadership
alignment, communication, training, project management, and
sustainment”
Cross Disciplinary
Management
Overcoming
Resistance
“Focus on the people side of change: changes to business processes,
systems and technology, job roles, organization and cultural changes”
Improving Change
Readiness
Only 15% had this
clearly defined
“work to drive faster adoption, higher
ultimate utilization and greater proficiency
of the changes that impact employees”
7. Key Performance Indictors (KPIs)
Management
People
Resistance
Readiness
In capital (time, labour, etc.)
Discuss and determine 3 common KPIs for each of these
change management roles
8. Key Performance Indictors (KPIs)
Management
People
Resistance
Readiness
Impact of negative change
Satisfaction of change council
In capital (time, labour, etc.)
Satisfaction of end user
Training
Knowledge documents
Reduce change cycle
No. of negative changes
Attitude and alignment
Acceptance rate from change council
No. of emergency changes
Awareness of change
9. Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations
Structural Inflexibility
Change Management
Change management is
the implementation of
change projects
It is directly separated
from operations
KPIs focus on change
implementation rather
than promoting change
11. Tomorrow
Discuss and determine 4 possible future changes and
their effects
Possibility Explanation Effect
Most of the world will be
connected
US 2006: 70% online
2015: 85%
Widening and deepening
markets
New concept of market
12. Tomorrow
Possibility Explanation Effect
Most of the world will be
connected
US 2006: 70% online
2015: 85%
Widening and deepening
markets
New concept of market
Hyper-connectivity People, machines, buildings will be
naturally interconnected
Data collection and exchange
Fluid real time data analysis
Internet of Things
(Kevin Ashton)
Everyday items will be intelligent Fridges order milk, pay via bacs,
delivered by drone
Faster world People and organizations will not able to
respond quickly enough
Break down of current business
models and structures
Interest nations People linked by interest rather than
nations
New markets, new dynamics,
huge opportunities
13. Conclusions
Change management is
separated from operations
The way we interact with
the world is becoming
more fluid
It doesn’t overcome
resistance
Our current way of
thinking about
operations will become
irrelevant
The world is going
through a revolution
We have so many new
opportunities that we can
not perceive yet
Organisations need to
revolutionise too
Change can drive
operational excellence
as it allows companies
to become more fluid
Change is going through a similar process as quality has, the evolution from quality assurance to
total quality is essentially what faces change management today
Good change now will be
poor change in 10 – 15
years
14. Change as Advantage: Structural Change
Where change projects introduce new operations, technologies and ways of working, structural
change focuses on people, their behaviours and their beliefs
Structural change effects not just part but all of an organisation all the time
Structural change involves the context in which things are done, it can generate a culture that
will actively promote change and ultimately promote fluidity
Structural change may be slower, sometimes taking years
Life is becoming fluid, companies have an opportunity to truly align people and organisations
But to do this you have to change your perspective
15. Structural Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations and
Structural Change
Management
Flexibility
Change Management
Structural change
works to help project
based change
It is directly connected
to operations
It Promotes
Fluidity
16. Recruitment
Skills/Area Application Example
Gamers
• Eve Online: “Corporation leaders”
• Resource and capital management
• Multi-site people management with no
face- to-face contact
Gaby, MSc Statistics, “Resource
Manager” in Eve Online:
Operations manager for online
learning
Discuss and list 3 NEW key skills or areas of expertise
recruiters should be looking for
17. Recruitment
Skills/Area Application Example
Gamers
• Eve Online: “Corporation leaders”
• Resource and management
• Multi-site people management with no
face-to-face contact
Gaby, MSc Statistics, “Resource
Manager” in Eve Online:
Operations manager for online
learning
Education
• Diverse honours degrees (maths / history)
• Allows a wider and more flexible
understanding of business processes
Miguel, New teacher (2 years)
Document control
Language
• Why do “English” managers not need to
speak another language?
• Better listeners
• Deal with conflicting ideas
You don’t need two languages
because you deal with two
geographical areas, you need
two languages because it
makes you more flexible and
adaptable
Wanderlust • Lots of travel experience
• Multicultural background
Better able to deal with the
unfamiliar
18. Fluidity of Roles
Skills/Area Example Notes
Functional Roles • Engineer: projects,
hardware, quality
• Either job rotation or
roles on different
projects
• This is not disaster or progression planning
• It is not slow drop change
Multi-Locational
(physically and
digital)
• Risk analyst in Japan
needs to work on US
projects
• Use technology and even
location hop as a norm
• There is no space between us
• Cross location resource at a day to day level
• Start employing by region or function, not
location
Expect change • A relocation package is
paid because the
relocation was not seen
as a norm.
• Quality is expected, it is planned for , it exists
in an organisation.
• Stop treating change as a project based
activity and start expecting and demanding
it
19. Change KPIs
Number of soft and hard targets Some roles are naturally more open to
change. RD is naturally a hard target
How many jobs have been turned into
functional roles
How many engineers, not how many
software or hardware engineers
At what level is change seen as a natural
quality of the organisation
Level of cross location resource sharing
How many single site projects involve
multiple sites
How many people speak at least 2
languages
Is environmental training as important
as traditional education
20. What Could You Change Tomorrow
Consider 2 things that you could change tomorrow to
implement Structural Change and how would you measure it
21. Review: Conclusions
Are you effectively deploying an OpEx. leadership strategy and managing cultural changes?
• OpEx. leadership strategy must bring change management centre stage,
it is the best platform to adapt an organisation to the future
• OpEx. leadership strategy should build change into, rather than solo
imposes change on, operations
• Structural change management allows the development of KPIs that
measure not an organisation’s change readiness, but its ability to change
• In the longer term structural change management allows the
development and management of a real “culture of change” which is
rooted in operations itself
23. Who I Am
Jeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi
Current Role
Country Experience
Sector Experience
Business consultant and coach
(UK), Mexico, China, Turkey, (Europe, Canada, US)
Consultant Various
Commercia
l Director
Mental health
General
Manager
Education and training
Manager
Various
Automotive