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System Reset: Rebooting for Change

Upon a leader communicating change to employees, did you ever hear,


"When are we ever going to stop changing things?"
How about, "This has worked fine for years, why are we changing it now?"
How about, "Why can't they leave well enough alone?"
Have you ever heard, Dont worry about these changes; this administration
will be gone soon enough.
These expressions reflect symptoms of not only employees resisting change,
but more importantly, leaders potentially not fulfilling their responsibility in
communicating change.
This presentation has been designed to help leaders communicate change
and create an environment where employees overcome resistance and
everyone learns how to embrace change.
Common sense says, if employees are good at resisting change, a leader
needs to be just as effective in getting them to embrace change.
copyright 2014 BMC Software, Inc.

System Reset: Rebooting for Change


Organizational Change Management

State of California
August 2015
copyright 2014 BMC Software, Inc.

BMC Confidential

copyright 2014 BMC Software, Inc.

Catalysts for Organizational Change


Providing employees with new information, new
behavioral models, new processes or procedures,
new equipment, new technology, or new ways of
getting the job done.

People Focused

copyright 2014 BMC Software, Inc.

Why Do People Resist Change?

copyright 2014 BMC Software, Inc.

Feel they will suffer, in some way


Organization does not communicate clearly
Perceive more work with few opportunities
Required to give up ingrained habits
Organization lacks adequate rewards
Organization lacks sufficient resources

Managed vs Unmanaged Change


Productive
Behaviors
Employee Productivity

Managed Change

Unmanaged Change

Unproductive
Behaviors
Time

copyright 2014 BMC Software, Inc.

copyright 2014 BMC Software, Inc.

Top 8 Reasons Change Efforts Fail


1.
2.
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7.
8.
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No sense of urgency
Lack of leadership or central guidance
Lack of vision
Under-communicating the vision
Not removing obstacles to new vision
Not planning for short-term wins
Declaring victory too soon
Changes not anchored in the corporate culture

copyright 2014 BMC Software, Inc.

The Importance of Culture

Culture eats strategy for breakfast.


-Sign hanging at the Ford Motor Company

copyright 2014 BMC Software, Inc.

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Steps to Managing Organizational Change


Step

Description

Establish a sense of urgency

Create a compelling reason for why change is needed

Create the guiding coalition

Create a cross-functional, cross-level group of people with enough


power to lead the change

Develop a vision, strategy and plan

Create a vision and strategic plan to guide the change process

Communicate the vision

Create and implement a communication strategy that consistently


communicates the vision and plan

Empower action

Eliminate barriers to change. Encourage risk taking and create problem


solving

Generate short term wins

Plan for and create short term wins, or improvements. Recognize and
reward people who contribute to those wins

Consolidate wins and produce more


change

The guiding coalition uses credibility from short term wins to create
more change. Additional people are brought into the coalition from
those successes

Anchor to the culture

Reinforce the changes by highlighting connections between new


behaviors, processes, technology and organizational successes.

copyright 2014 BMC Software, Inc.

copyright 2014 BMC Software, Inc.

copyright 2014 BMC Software, Inc.

Points to Remember

Change is a process, not an event


Change is made by individuals, then organizations
Its a highly personal experience for those involved
Successful change efforts require planning, organization,
resources and action
Success is more likely to occur when a team is given
responsibility for managing the change, and leadership is
accountable for its success

copyright 2014 BMC Software, Inc.

Thank You

copyright 2014 BMC Software, Inc.

Questions?

copyright 2014 BMC Software, Inc.