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Navigating Personal Change for Associates Workshop

Navigating Personal Change for Associates Workshop. July 2012. Opening quote. “Change is inevitable…except from a vending machine.” - Robert C Gallagher. Agenda. The Big Picture. What Changes are Happening Now?.

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Navigating Personal Change for Associates Workshop

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  1. Navigating Personal Change for Associates Workshop

    July 2012
  2. Opening quote “Change is inevitable…except from a vending machine.” - Robert C Gallagher
  3. Agenda
  4. The Big Picture
  5. What Changes are Happening Now? Think about what changes, big and small, are happening at your operating company right now. What’s coming in the near and long-term future? Fold-in New Products Process Changes IT Fold-out Accelerators Maintenance Technology Changes New Customers/ Suppliers Leadership Changes Sales
  6. Sysco’s Execution Plan Invest in Core Business Increase Customer Retention Transform our Business Optimize the Core Reduce Operating Costs Execute Fold-Ins and Regional Acquisitions Deliver A Better Value Proposition International Growth Adjacencies Sysco Ventures Expand the Core Human Capital Enable Growth Financial Capital Structure
  7. 212˚ Business Transformation Grow sales, reduce operating costs and make better decisions Manage cost to serve Reduce Complexity Shared Services Improve Execution Enhance customer experience Centralize task-based work Improve sales force productivity Business Transformation Increase Transparency Support sales force Sales and Marketing Leverage improved data Data Management Develop enterprise-wide view
  8. Goals of the 212˚Business Transformation Simplify and streamline business procedures Reduce inefficiency and ineffectiveness across the company Increase ability to forecast, plan and schedule Increase collaboration between associates, customers and suppliers Take advantage of our size Focus on products with the most value to our customers To support our strategy we aim to be operationally excellent – by buying better, operating more efficiently, and being easier to do business with
  9. How We Achieve Operational Excellence We achieve it by aligning: People Talent Management Organizational Design Human Resources Training Process Supply Chain Sales and Marketing Finance Procurement Maintenance Technology Legacy to SAP Master Data Management (MDM) Systems Integration Business Intelligence (BI) Securities and Controls
  10. Who will be Affected? Countless Suppliers Millions Served 40,000+ Employees 400,000 Customers Hundreds of Communities
  11. What We Expect The Future State To Be
  12. Exploring Change
  13. Change List Exercise
  14. Why Change Readiness is Important Expedited Return to Optimal Productivity Old Status Quo (Comfort Zone) New Status Quo (Comfort Zone) Productivity Temporary Excitement Integration Resistance Time Introducing Change Acceptance Closing this Productivity Gap is the key to Change Management Confusion Production Recovery With Change Strategy Production Recovery Without Change Strategy
  15. “I am personally convinced that one person can be a change catalyst, a ‘transformer’ in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.” ― Steven Covey
  16. Successful companies understand change Achieving the full benefit of the planned investment is completely dependent upon the degree to which the users adopt and utilize new processes, systems, and resources...
  17. Drivers of Change? True or False? Crisis is a powerful impetus for change Change is motivated by fear The facts will set us free
  18. JUMP!
  19. 3 Stage Approach to Managing Change Endings Stage The Neutral Zone Beginnings Stage
  20. Taking Charge of Change – Warehousing Example
  21. Change vs. Transition It isn’t the changes that do you in, it’s the transition. Change is situational: the new site, the new boss, the new policy. Transition is the mental and physical work people must accomplish to accommodate change and prepare for a new way of doing things. William Bridges, Managing Transitions
  22. Endings Stage Be clear about what is really ending. Let go of old assumptions. Evaluate the situation honestly and objectively. Actively seek closure on the “old way”.
  23. The Neutral Zone Accept ambiguity, but don’t become paralyzed by uncertainty. Remember to communicate - keep your channels open in all directions. Be willing to experiment. Acknowledge the progress of others.
  24. Beginnings Behave as if there are no barriers to what might seem like radical solutions. Actively solicit support from others, and encourage them to join you in your collective future.
  25. Taking Charge of Change – Hospital Example
  26. Preparing for the Change
  27. Your Deployment Readiness Team Below is an overview of the SEN deployment role structure in an operating company. Operating Company Deployment Lead Business/IT Readiness Lead Process Readiness Leads Training and Communication Lead EO FI PR SC HR MN SM Information Conversion Coordinator Specialists Training and Communication Agents Information Conversion Cleansers / Constructors Data Validator MDM Testers Super Users Instructors PRLs provide guidance to associates in each process area about the changes they will face in the Business Transformation.
  28. When Change Meets Reality: Agree or Disagree Exercise Form small groups Pick a situation Within your groups: Review and discuss each statement Decide whether or not your agree or disagree with the statement Be prepared to support your decision There are no right or wrong answers 10 minutes to complete We will debrief at the end together
  29. Defining your Response to Change You control your response to a change Use resources provided to help prepare yourself for any changes to process or technology Work with your manager to realign your goals with the Business Transformation Embrace and follow your personal mission statement
  30. Creating a Personal Mission Statement A personal mission statement helps you connect your personal values, beliefs and goals to the direction of the organization. Why does this transformation matter to me? How will I benefit? What does success look like to me? How can I use my personal attributes to better prepare for success? Steps to create a personal mission statement: Identify Past Successes Identify Core Values Identify Contributions Identify Goals Write Mission Statement Sample Mission Statement: Use my creativity and people skills to help my colleagues understand and embrace the changes in our process area. Source: Quintessential Careers, Randall S. Hansen, PhD
  31. Summary of Key Points Each person will experience the same change event in their own way. Many of the changes that affect us are events that we can’t control. Our personal transition, however, is something we can control. Transitioning successfully requires us to acknowledge and respond to people’s needs (vision, information, support, etc) during each stage of change. Clear and open communication is needed during a change. Clear and open communication is needed during a change. Clear and open communication is needed during a change. Clear and open communication is needed during a change.
  32. “Change is the essence of life. Be willing to surrender what you are for what you could become.” - Unknown
  33. A word from Bill Delaney On the Business Transformation… “It’s more uncomfortable than scary. Advice I would give to associates is to be patient, be part of it and be positive.” - Bill DeLaney, President and Chief Executive Officer Play Video link
  34. A word from Bill Delaney
  35. Our Focus and What we Need From You The Business Transformation will enable Sysco to achieve its overall strategic objectives: Reduce the bottom-line Grow the top-line We need your support and focus for Sysco success… Be part of it Be patient Be positive Success will come through our mutual alignment with the Business Transformation goals and a positive approach to the challenges of change. T
  36. To learn more… SIU Resources: Manager and Associate Courses Managing Personal Stress - #2241 Managing Company Change - #2248 Change Management for Employees (Includes Simulation) -#19229 Assessing Change for Managers (Includes Simulation) - #19614 Books and other Media A Force for Change, The Free Press 1990 by John Kotter Leading Change, Harvard Business School Press, 1996 by John Kotter Heart of Change, The: Real Life Stories of How People Change Their Organizations (co-authored with Dan S. Cohen), Harvard Business School Press, 2002 Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions(co-authored with HolgerRathgeber), Macmillan 2006 Transitions: Making Sense of Life’s Changes by William Bridges (Addison/Wesley) Managing Change at Work by Cynthia Scott, PhD and Dennis Jaffe, PhD Take this Work and Love it! By Cynthia Scott, PhD and Dennis Jaffe, PhD Coping with Workplace Change by J. Shep Jeffreys, EdD Who Moved my Cheese? By Spencer Johnson, MD
  37. Taking Charge of Change In times of massive change, it is the learner who will inherit the earth, while the learned stay elegantly tied to a world that no longer exists. - Eric Hoffer
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