Presentation Transcript

1. Teaching an Old Dog New Tricks

   Managing Organizational Change
2. Mark Sherry ITIL Expert ISO 20000 Consultant MBA, MA, B.Comm 30+ ITIL Implementations Partner in Marval North America Consultancy Training ITSM software
3. Definition “Change Management is an approach to transitioning individuals, teams and organizations from a current state to a future state”. Wikipedia May 2013 Also known as: Reorganization Restructuring Business Process Engineering Turnaround
4. Organizational Change Management ≠ ITIL Change Management
5. Why Change? Growth – Organic or Acquisition Process or Technological Innovation Laws – Regulations Reaction to Competition Financial Changes: Revenue and Expenses Demographics Societal Values
6. We all love Change so long as it is happening to someone else.
7. Changes Affect Organizations Groups Individuals
8. Organizational Change Models
9. Lewin’s Change Model
10. Bridge’s Transition Model 1 Ending Losing… Fear, denial, anger, disorientation, frustration, anxiety 2 Neutral Zone Low morale/productivity, anxiety, skepticism 3 New Beginning Energized, openness, renewed commitment
11. McKinsey 7S Framework Top three are hard elements Bottom four are soft elements Two to three of the seven will be the vital ones based on the organization Every element has an impact on the other elements
12. Kotter’s Organizational Change Model First published in 1996, Kotter’s 8 Step Model is the grand-daddy of all change models and is widely used.
13. Kotter’s Organizational Change Model Establish a Sense of Urgency Create a Guiding Coalition Develop a Vision and Strategy Communicating the Change Vision Empowering Employees for Broad-Based Action Generating Short Term Wins Consolidating Gains and Producing More Change Anchoring New Approaches in the Culture
14. Step 1 - Establish a Sense of Urgency 75% of company’s management needs to buy into the change in order for it to be successful Urgency has to be real – don’t fabricate Loss of market share, escalating costs, new technology, competition, etc. Look to customers, industry and stakeholders to strengthen the argument Examine potential threats and opportunities
15. Step 1 - Establish a Sense of Urgency Only 71 companies remain today from the original Fortune 500 list.
16. Step 2 – Create a Guiding Coalition Four Qualities of Effective Coalition Position Power – senior leaders on board Expertise – informed decision making Credibility – group needs to be respected Leadership – proven leadership
17. Step 3 – Develop a Vision and Strategy Six key characteristics of an effective vision Imaginable Desirable Feasible Focused Flexible Communicable
18. Step 3 – Develop a Vision and Strategy Leadership Management
19. Step 4 – Communicating the Change Vision Keep the communication Simple – no techno babble Vivid – verbal pictures (metaphor, analogy) Repeat, repeat, repeat Walk the talk Listen and be listened to Use many different forms
20. Step 5 - Empowering Employees for Broad-Based Action Address structural barriers Provide needed training Align system to vision Deal with the troublesome managers
21. Step 6 – Generating Short-Term Wins Why? Provide evidence Reward change agents Fine tune vision and strategy Undermine cynics Builds momentum
22. Step 7 – Don’t Let Up(Consolidating Gains and Producing More Change) This is a crucial point where many change initiatives die. Need to: Introduce more change - launch more projects Add more help to the mix Leadership from management Project management and leadership from below Reduction of unnecessary interdependencies Drive the Change Deep Into the Organization
23. Step 8 – Make it Stick(Anchoring New Approaches in the Culture) Cultural change comes last, not first Results show new way is better than old Success must be visible and communicated Be prepared to lose people along the way Reinforce culture through every new hire or promotion
24. Group Dynamics - Teamwork
25. Tuckman’s Stages of Group Development Adjourning Performing Norming Storming Forming
26. Tuckman’s Stages http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
27. How to Move From One to the Other http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf
28. To Mix Things Up Add a new member to the group mid stream. Constantly change group members for each project. Mixture of group work and day to day work. Expand scope of group if it is high performing. Shorten timelines. Bring in external team members (consultants) to be a member of the team.
29. Beckhard’s Change Equation D Dissatisfaction DRIVING forces V Vision F First Steps R RESTRAINING forces Resistance to Change
30. Individual Change It is hard to do! Lots of theories.
31. Individual Change Visualize the change. Agree outcome is positive. Tell as many people as possible. Turn accomplices into friends. Set incremental targets. Provide feedback to yourself. Control the environment.
32. Questions Marval North America 1 866-787-6622 info@marvalna.com www.marvalnorthamerica.com