This document summarizes a presentation on managing change in organizations. It discusses that developing a change capable organization is now a key competitive advantage. It also outlines what is driving change both externally and internally. The document then contrasts moving from rigid to more responsive organizations by listing characteristics of each. It also lists the key factors that differentiate great organizations, including employee development, culture, collaboration and innovation. Finally, it discusses the benefits of change management, the importance of leadership alignment, and building engagement and commitment through clear communications during the change process.

1. What Great Organizations
Know about Managing Change
Emma Murphy
HRD Congress, Mumbai, Feb 15th

2. Change capable organizations
Becoming a change
capable organization is
now a key competitive
advantage.
Is your organization
ready?

3. What is driving change?
External
Internal

4. Moving from rigid to responsive
From
To
Efficiency optimization
Responsive to new information
Strong Hierarchies
Networked
Controlling
Empowering
Extrinsic rewards and motivations
Intrinsic rewards and motivation
Knowledge is power
Collaboration and sharing
Customers and Partners
Communities
Fixed office location and set working
hrs.
Anytime, anywhere
Disengaged and lacking a feeling of
belonging
Engaged and appreciated employees

5. What differentiates great organizations?
Employee
Development
Creating a
story with
purpose
Building
brand
advocates
Culture of
Collaboration
and
Innovation
Two way
dialogue
Partnering
with
Customers

6. What is Change Management?

7. What are the benefits?
Reduce resistance to change
Build commitment and buy in from stakeholders
Build knowledge and ability
Increase the likelihood of projects finishing on time and
on budget
Increase competitiveness by building change capability
Ensure the change is sustained and achieve ROI

8. Leadership Alignment
How will your organization achieve it’s vision and keep pace with
change in our interconnected, global world?
No. 1 reason for change
project failure:
Lack of active and visible
leadership and
sponsorship

9. Leading change
• Tune into the
environment
• Challenge the status
quo
• Build a coalition
• Inspire the team
• Empower the team
• Embrace uncertainty
1.
Initialise
2. Execute
3. Transition
• Build capability
• Persevere
• Create heroes

10. Building engagement and commitment

11. Clear and frequent communications
Why are we changing?
•
•
What are the drivers of change?
• Why is this happening now?
What are the risks of not changing?
What does this mean for you?
•
How will employees be impacted?
• What are the expectations?
• What support will you receive?
What is changing?
Change
Vision
•
What is the scope of the project?
• Which depts will be impacted?
• What are the timelines involved?
What are the benefits?
•
What are the expected outcomes?
• How will this add value both
internally and externally?

12. Engagement trends
Aligned leadership actions and behaviours

13. High performing team culture

14. Foundation for successful change
•
•
•
•
•
•
•
•
•
Clear vision and purpose
Amazing company cultures
Engaged employees
Clear business model
Encourage innovation
Adaptive to changes in the marketplace
In tune with changing customer needs
Built strong brand loyalty
Excellent customer service

15. Summary
• Build a solid foundation for change and growth
through company culture;
• Embed change management practices into your
strategic initiatives and projects;
• Develop change savvy leadership and middle
management;
• Involve, engage and collaborate with employees
before, during and after change.