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Transformational Change Management En
Transformational change can be viewed from an organizational or personal perspective. Organizationally, it requires clear strategic imperatives, top leadership support, project management structures, and decisions around structural, personnel, and cultural issues. Personally, it requires clarity on why change is needed, understanding one's attitude to change, and commitment to a behavioral roadmap. The key to organizational transformation is a thorough, consistent process that recognizes both organizational and personal aspects of change management. This involves top management support, treating change as a key project, understanding the current culture and business drivers, developing a behavioral change roadmap, and active communications. The change process follows phases with organizational and personal emphases. The organizational phase includes planning
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Transformational Change Management En
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- 2. 2 views oftransformational 2 change Organizational Personal A process of A process of adjustment implementing changes to changed across organizations conditions, adoption of Requires: new behaviors Clear strategic Requires: imperatives Clarity of why change Top leadership support, needs to happen Project management Understanding of structure, personal attitude to Decisions on change structural, personnel Commitment to personal and cultural issues behavioral roadmap com-towers GmbH confidential
- 3. Organizational Transformations 3 The key to organizational transformation is a thorough and consistent process, which recognizes both the Change Transformation organizational and personal aspects of change management com-towers GmbH confidential
- 4. Dependencies and success 4 factors Top Manageme nt support Resource Understanding and the current manage as culture and a key business drivers project Behavioral Active Change Communic Roadmap ations com-towers GmbH confidential
- 5. Phases of ChangeProcess 1 – Organizational Emphasis 5 com-towers GmbH confidential
- 6. Timeline – Phase1 6 Defining Transformation Event 1 Master Plan • Day 1 + 90 As Is • Day 1 + 60 Diagnostic • Days 20 - 50 Planning • Day 1+20 Realization • Day1 com-towers GmbH confidential
- 7. 1. Change Realization– Day 1 7 Triggered by an “external” event: Reorganization Merger or acquisition New management New product Market shift (threat or opportunity) Realization by management that a new direction is needed com-towers GmbH confidential
- 8. 2. Planning 8 Marshaling of views and opinions Seeking internal and external partners Brainstorming the situation, visioning of outcomes Setting up a “change team” and structures: SteeringCommittee and work groups Master Plan high-level adoption Starting to discuss the need for change com-towers GmbH confidential
- 9. 3. “As Is”diagnostics 9 Launch Surveys Focus Groups Feedback Analysis Final and Sessions Report interviews Analyze capabilities Conduct a Standard and Conduct focus Validation of results Process and needed to achieve diagnostic survey customized Reports groups to test with senior analyze results. strategic goals. Conduct interviews organizational management with detailed with Senior culture and Compare to analysis: Agree Measurement Conduct external Benchmark data. Executives: capability levels Cross comparison matrix customer analysis • Company history (the view form Design a gap against Customize analysis and • Strategy outside the measurement Matrix questionnaires and development needs workshops to • Operations organization Benchmarks organizational • Leadership Propose suitable comparisons measurement matrix • Aspirations organizational changes Organization design Make a choice of • Expectations and development diagnostic method: needs proposals surveys and/or interviews com-towers GmbH confidential
- 10. 4. Transformation MasterPlan 10 Control of Culture Change through a Detailed Master Plan Establishment of PMO (Project Management Office) Work streams identified with leaders appointed Scoping of work stream workload with milestones and deliverables identified Establishment of content and organization committees for the Defining Event com-towers GmbH confidential
- 11. 5. Defining Event1 11 A catalyzing event to indicate the “before and after” boundary Focuses attention of stakeholders on the specifics of change and engages them in the transformation process Typical topics: New vision and values New strategy and roadmap for implementation New culture and behaviors Typically involves top 10% of the organization, with follow up communication events for next level of management com-towers GmbH confidential
- 12. Deliverables of theDefining 12 Event “Defining Defining Event is a tool to “swing the Event pendulum” in the direction of desired establishes a change clear boundary Draws a clear line between the past between the and the future past and future. It is Communicates the transformation now clear to roadmap to a wide audience us that the management Articulates what needs to change and is committed how it will happen to make this happen” Commits top management to a time- bounded program Participant feedback com-towers GmbH confidential
- 13. Phases of ChangeProcess Phase 13 2 – Personal Emphasis com-towers GmbH confidential
- 14. Timeline – Phase2 (Personal 14 Aspects) Ensuring continuity • ongoing Culture Change Workshops Defining Event 2 • Days 121 - 170 • Day 1+120 Change Development • Days 90 - 120 com-towers GmbH confidential
- 15. 6. Change Development 15 Intense decision-making period between defining events 1 and 2 Typical tasks: New structure confirmation and appointments to new roles Developing a new behavioral model – how the new culture will look, what stakeholders will stop and start doing for the transformation to occur Preparing for the roll-out of cultural change workshops to install the new behavior model Informative and frequent communications – maintaining the momentum com-towers GmbH confidential
- 16. 7. Defining Event2 – the New 16 Culture Fulfillment of commitments given at DE1 - structural changes and new process rollouts Launching the new culture and behaviors Management driving change through the organization – empowering the next level of leaders Culture change workshop for the top management – initiating the rollout across management and key customer-facing functions (e.g. sales, logistics) com-towers GmbH confidential
- 17. 8. Culture ChangeWorkshops 17 Explaining the process of personal change: Organizations don’t change –people do Chaotic processes have rules (e.g. butterfly effect – small changes at the start of the journey can have huge consequences) Behavior is habit, and can be changed Participants develop a commitment roadmap, using a common template – clear public statements on what they will stop and start doing com-towers GmbH confidential
- 18. 9. Ensuring continuity 18 Transformation process is supported by a number of interventions, the objectives of which are: Support of the new behavioral model and the “common language” of the organization: Publications supporting personal behavioral commitments (follow-up of culture change forums) Monitoring of behavioral commitments as part of employee development reviews Development of change management skills of middle managers though training and corporate project assignments Communicating success stories Symbols and recognition events Change monitoring and “course corrections” com-towers GmbH confidential
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Editor's Notes
- #2 This template can be used as a starter file to give updates for project milestones.SectionsSections can help to organize your slides or facilitate collaboration between multiple authors. On the Home tab, under Slides, click Section, and then click Add Section.NotesUse the Notes pane for delivery notes or to provide additional details for the audience. You can see these notes in Presenter View during your presentation. Keep in mind the font size (important for accessibility, visibility, videotaping, and online production)Coordinated colors Pay particular attention to the graphs, charts, and text boxes.Consider that attendees will print in black and white or grayscale. Run a test print to make sure your colors work when printed in pure black and white and grayscale.Graphics, tables, and graphsKeep it simple: If possible, use consistent, non-distracting styles and colors.Label all graphs and tables.
- #5 What are the dependencies that affect the timeline, cost, and output of this project?
- #7 The following slides show several examples of timelines using SmartArt graphics.Include a timeline for the project, clearly marking milestones, important dates, and highlight where the project is now.
- #15 The following slides show several examples of timelines using SmartArt graphics.Include a timeline for the project, clearly marking milestones, important dates, and highlight where the project is now.
- #20 This template can be used as a starter file to give updates for project milestones.SectionsSections can help to organize your slides or facilitate collaboration between multiple authors. On the Home tab, under Slides, click Section, and then click Add Section.NotesUse the Notes pane for delivery notes or to provide additional details for the audience. You can see these notes in Presenter View during your presentation. Keep in mind the font size (important for accessibility, visibility, videotaping, and online production)Coordinated colors Pay particular attention to the graphs, charts, and text boxes.Consider that attendees will print in black and white or grayscale. Run a test print to make sure your colors work when printed in pure black and white and grayscale.Graphics, tables, and graphsKeep it simple: If possible, use consistent, non-distracting styles and colors.Label all graphs and tables.