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Managing Organisational Change

Managing Organisational Change. Getting started: preparing your journey to implement transformational change. Introduction to change. Introduction to change Why change? What if…. “Imagine life without change. It would be static...boring...dull.”. Introduction to change Reactions to change.

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Managing Organisational Change

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  1. Managing Organisational Change Getting started: preparing your journey to implement transformational change

  2. Introduction to change

  3. Introduction to change Why change? What if… “Imagine life without change. It would be static...boring...dull.”

  4. Introduction to change Reactions to change • “Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.” • James Belasco and Ralph Stayer • “Flight of the Buffalo”

  5. How did we get here? Change management process

  6. How did we get there? The change management process Why do we need a change management process? • Need clear ownership and direction to achieve the desired vision. • A management framework that focuses on the impact of the business and its required objectives. • Formal process for identifying, managing, realising and measuring benefits. • Co-ordination and control of the complex range of activities. • Holistic view to identify and resolve risks, manage and control costs.

  7. How did we get there? The change management process The change management process

  8. How did we get there? The change management process Creating the conditions for success Having a shared understanding of what ‘efficiency’ means Seven key principlesfor leaders to approach the challenges of a new environment. Thinking creatively and acting innovatively Being open to a range of skills and techniques Recognising the ‘wicked’ nature of the problem Responding to local needs and priorities Getting people engaged Being proactive and starting early Source: CIPFA Leading in Hard Times

  9. Key lessons to avoid

  10. What to avoid: lessons learned Lessons learned • Reactive, not reflecting on challenges. • Lack of leadership and Senior Management ownership. • Lack of effective engagement with stakeholders. • Underestimating delivery of capability.

  11. Supporting tools & reference material

  12. Supporting tools & reference material Supporting tools The Organisational Readiness Assurance Guide Assurance model to implement IT enabled change. http://www.connectingforhealth.nhs.uk/systemsandservices/icd/assessment/orag/oragmarch11.pdf Roadmap for Transformational Change Framework which enables change leaders and change agents of health and social care organisations to design, plan and deliver integrated change www.isip.nhs.uk The Chartered Institute of Public Finance and Accountancy (CIPFA) Leading in Hard Times Guidance for everyone involved in the leadership of public services. www.cipfa.org.uk/pt/cipfasolace/download/after_the_downturn.pdf Portfolio, Programme and Project Management Resource Centre http://www.connectingforhealth.nhs.uk/systemsandservices/icd/informspec/p3m/resource Change and Benefits Resources http://nww.connectingforhealth.nhs.uk/thebiz

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