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UPSTREAM CHANGE (Setting the Foundations for Success) DOWNSTREAM MIDSTREAM CHANGE CHANGE (Implementation) (Design)
TM
TM
TM
UPSTREAM CHANGE
Phase I: Prepare to Lead the Change Phase II: Create Organizational Vision, Commitment, and Capability Phase III: Assess the Situation to Determine Design Requirements
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CHAPTER 1
Organisation Change
It happens when a group of people recognizes that there is a reason to alter how organisation and its people operate.
New technology
Merger of key competitors Closure of valuable factory Increase in turnover of critical talent
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Interview various group that know about the change that are going to be impacted
Focus on change People issues Politic dynamics
Process expectations
History of the effort Perception of current events
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Managers
Employees Change Leadership Team Compensation Initiative Customer Service Improvement Initiative SAP Initiative Targets Suppliers
Targets
Targets
Customers 18
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formulated strategy
Content expert during transformation.
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Developmental Change
Transitional Change
Transformational Change
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TRANSITION STATE
NEW STATE
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Success Plateau
Chaos Growth
Wake-Up Calls
Birth
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Cultural
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Internal factors
Culture Time for skill development Personal change People capacity
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CHAPTER 2
ASSESS AND BUILD YOUR ORGANIZATIONS READINESS AND CAPACITY, AND BUILD LEADERS CAPABILITY TO LEAD THE CHANGE
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Willingness to let go of status quo and commit to future Degree of personal influence to make change vs. being done to
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Ensuring Capacity
OPERATIONS
CHANGE
100% CAPACITY
What is Mindset?
Our worldview; the place or orientation from which we experience our reality and form our perceptions of it Fundamental assumptions about reality: core beliefs, values, mental models The source of our decisions, actions, and results!
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Leader should look at themselves Must access the 5 tracks in buidling the change leadership capability
Leadership breakthrough Leadership commitment and alignment
Need to Change
From discrete function looking out the entire enterprise Focus solely on external dynamics Inner issues of being in themselves and organisation culture
Remove dissonance by solving problem dissonance for sign of root causes and unconscious dyfunction operating patterns
Delegating change implementation embrancing what is require to play a significant role in leading change.
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Need to change
Managing and controlling a single, linear change project facilitating multiple interdependent change process. Treating people as cost structure Concern people feeling, personal needs, capacity and choices Any change project will go away Change is an ongoing reality that needs formal support and disciplines.
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and style Creating high engagement in revisioning organisation future Having the senior leaders openly talk about their mindset Employing large group meeting approaches to design the future state Building the teams required to implement the future Performing an impact analysis
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Try it Out
By using specific example, discuss the process for changing organisational mindset:
Set the foundational and motivation for changing
leader mindsets Get the attention of individual and the organisation. Build organisational momentum for change in mindset Reinforce and sustain the change in thinking and behaviour Align the integrate the change in the organisation with new mindset.
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Steadfast position
Levels of Commitment
Commitment
Engaged Action Buy-In Agreemen t By Fear By Choice
Compliance
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CHAPTER 3
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Acceleration Strategies
Estimated Resources
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Field Representatives
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Decision-Making Continuum
S H A R E D C O M M I T M E N T
INDIVIDUAL OWNER
TELL
PARTICIPATION
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Types of Engagement
Rote Action
Thinking
Deciding
Creating
Selfgenerate Input
Guideline: Provide as much guidance about strategic directions as is available, then enable as many local decisions as possible about how to implement the new direction.
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1. Information-Sharing
2. Building Understanding
3. Identifying Implications
4. Gaining Commitment 5. Altering Behavior
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CHAPTER 4
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Course Correction
Learning Wake-Up Calls: Feedback telling you to learn and course correct
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CURRENT REALITY
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7. Integrating Performance
2. Minimizing the Impact 1. Losing Focus (Denial)
(Shocked, Confused) (Confidence)
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What to be measured
Standard of measurement
Method of measurement
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Phase II
Purpose To engage the organization in the change To create collective understanding, intention, commitment, and momentum for producing transformational results To engage stakeholders in creating their future of choice To build the organizations change capability it needs to succeed
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vision
Crafting the vision statement in words that
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Invite brainstorm
Event to raise peoples self-awareness
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Phase III
Purpose To determine the design requirements of the future state To determine what success looks like in the eyes of the end-users, customers, and experts
To identify what in the organization currently serves the future state, what blocks it, and what it needs to create anew
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MIDSTREAM CHANGE
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Phase IV
Purpose To design the desired state solution, including both the organizational/technological solutions and the human/cultural solutions
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Levels of Design
VISION
STRATEGIC MANAGERIAL
OPERATIONAL
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Phase V
Purpose To understand the real demands the change effort places on the current organization
4. Categorize and streamline impacts, assign impact group leaders. 5. Leaders select resolution groups.
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Phase VI
Purpose To understand how best to implement the desired state by resolving the issues and impacts of making the change To determine the magnitude of work, required action, resources, and time to implement To streamline the implementation process and develop the Implementation Master Plan To prepare the organization to take on implementation
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DOWNSTREAM CHANGE
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Phase VII
Purpose To implement the change in the most effective way
To monitor and course correct both the change process and the desired state throughout implementation
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Phase VIII
Purpose To celebrate the great milestone of achieving the desired state
To support the organizations integration and mastery of the new state at the individual, team, and system levels
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Phase IX
Purpose Meta-purpose: To fully understand how to improve on leading change in the future To create mechanisms for continuous improvement of the new state To evaluate and learn from this change effort and identify best change practices To close down this change effort
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Thank You