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Workshop to help all those going through Organisational restructuring
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Helping organisations manage change
Change Management Skills Change Management Skills WorkshopWorkshop
Change Management Skills Workshop 2July 13, 2006 Helping organisations manage change
AgendaAgenda
Overview
Stakeholder Analysis
Strategies
Integrated Planning
Questions?
Change Management Skills Workshop 3July 13, 2006 Helping organisations manage change
OverviewOverview
Change Management Skills Workshop 4July 13, 2006 Helping organisations manage change
What is Change Management?What is Change Management?
From Wikipedia.orgOrganizational change management is the process of developing a planned approach to change in an organization.
Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.
Change Management Skills Workshop 5July 13, 2006 Helping organisations manage change
Transition ModelTransition Model
Transition — The Personal Path Through Change :
n Phase 1: Endings: Every transition begins with an ending, a loss. When things change, people leave behind the way things were — and the way they were in the previous situation. They may be left searching for a new way to define themselves.
n Phase 2: The Neutral Zone The neutral zone is a confusing in-between state, when people are no longer who and where they were, but are not yet who and where they're going to be. Although the neutral zone can be distressing, it also provides many opportunities for creative transformation.
n Phase 3: New Beginnings A new beginning can only happen after people have let go of the past and spent some time in the neutral zone. In this phase, people accept the reality of the change and start to identify with their new situation.
Change Management Skills Workshop 6July 13, 2006 Helping organisations manage change
FUDFUD
F EARF EARU NCERTAINTYU NCERTAINTYD OUBTD OUBT
Change Management Skills Workshop 7July 13, 2006 Helping organisations manage change
FUD FUD –– The ConsequencesThe Consequences
The most talented and marketable resources will opt for more certain employment (with someone else)Turnover will be higherIt will be difficult to attract new talent to the organizationPersonal productivity will be impactedBusiness as usual and transition work will get mixed up –loss of focus on bothLines of authority and job responsibilities will become blurredCommunications will become reactive – countering misinformationThe outside world will know about the FUD
Change Management Skills Workshop 8July 13, 2006 Helping organisations manage change
FUD FUD –– The StrategyThe Strategy
Acknowledge that not everything is known or decidedIf you don’t have the answer to the question, know how and when you willKnow how everyone will be involved in the process of creating certaintyHave a solid plan and demonstrate that you are following it to build confidenceCounter balance FUD with visible competent leadership
Change Management Skills Workshop 9July 13, 2006 Helping organisations manage change
The Planning ProcessThe Planning Process
1. Stakeholder Analysis2. Develop Strategies
n Staffing Strategyn Communications Strategyn Change Management Strategy
3. Develop Integrated Project Plan4. Execute
Change Management Skills Workshop 10July 13, 2006 Helping organisations manage change
Stakeholder AnalysisStakeholder Analysis
Change Management Skills Workshop 11July 13, 2006 Helping organisations manage change
Stakeholder Analysis ProcessStakeholder Analysis Process
1. Identify StakeholdersIdentify Stakeholders2.2. Analyze Needs and WantsAnalyze Needs and Wants3.3. Identify Barriers to ChangeIdentify Barriers to Change4.4. Best Means for CommunicationBest Means for Communication5.5. Ideas for Participation and Leveraging Ideas for Participation and Leveraging
their Skills and Knowledgetheir Skills and Knowledge
Change Management Skills Workshop 12July 13, 2006 Helping organisations manage change
Use a Simple TableUse a Simple Table
Ideas for Participation
Best Means
Barriers to Change
Needs and Wants
Stakeholder
Change Management Skills Workshop 13July 13, 2006 Helping organisations manage change
Merger ScenarioMerger Scenario
You are the owner of a privately owned business in Halifax with a significant market share in the UK. You have worked out a deal with a French based company with products in the same sector (but not a competitor) to merge into a European wide public company. There are about 200 employees in each company. Your operations overlap in the UK and French markets, each with sales and distribution offices in Paris, London, and Frankfurt. Your primary assumptions for this merger are to increase market share for each product line while at the same time improving costs by consolidation of some assets and reduction in overheads. You expect some reduction in total staff at first but you anticipate that the new company will grow at a rate of at least 10% per year after the merger is complete.
Change Management Skills Workshop 14July 13, 2006 Helping organisations manage change
Who are the Stakeholders?Who are the Stakeholders?
nExecutive ManagementnManagementnEmployeesnCustomersnShareholdersnDistributorsnRetailers
Change Management Skills Workshop 15July 13, 2006 Helping organisations manage change
Exercise One Exercise One –– Stakeholder AnalysisStakeholder Analysis
For your assigned Stakeholder group complete the analysis:
1.1. Analyze Needs and WantsAnalyze Needs and Wants2.2. Identify Barriers to ChangeIdentify Barriers to Change3.3. Best Means for CommunicationBest Means for Communication4.4. Ideas for Participation and Leveraging their Ideas for Participation and Leveraging their
Skills and KnowledgeSkills and Knowledge
Change Management Skills Workshop 16July 13, 2006 Helping organisations manage change
StrategiesStrategies
Change Management Skills Workshop 17July 13, 2006 Helping organisations manage change
Staffing StrategyStaffing Strategy
Are there going to be jobs lost? If so, how many?How will you decide who gets the jobs in the new organization structure?Who will decide if I am going to get fired or not?When and how will I know what is going to happen to me?If I get to stay will my pay and benefits change?What happens if I get fired?How will I know that you are going to treat me fairly?Who do I go to if I have questions about my employment?Could my job be moving to another city? If so, will you help me move?How will you reduce the risk of constructive dismissal and legal challenges?
Change Management Skills Workshop 18July 13, 2006 Helping organisations manage change
Communications StrategyCommunications Strategy
Why is this happening?What are the benefits that you hope to achieve?Where can I go to find out more information about the changes?What means will you be using to communicate this to all the stakeholders?What are the key messages that everyone needs to know by heart?When and how often will you be providing more information?What role will leaders play in the communications plan?How will stakeholder feedback be gathered?How will the effectiveness of your communications be measured?What protocol will be used with external media?
Change Management Skills Workshop 19July 13, 2006 Helping organisations manage change
Change Management StrategyChange Management Strategy
How will you come up with the new organization structure?How are you going to figure out what changes will be made to our business processes?What resources (financial and human) will be required to do the transition work?How will I keep day to day operations humming while all this is going on?What expertise will I need that I don’t have to carry out the transition?Which systems will we be using to run the organization going forward?How will you help me to learn the skills I need to do my new job?Who will be training me?When will I stop doing my current job and move into my new role?How can I learn more about the overall changes that are occurring?Will I get a chance to participate in the development of the new roles and processes?
Change Management Skills Workshop 20July 13, 2006 Helping organisations manage change
Exercise Two Exercise Two –– Developing StrategiesDeveloping Strategies
Group 1: Staffing Strategy – Come up with a Strategy for how jobs will be filled in the resulting organizationn Come up with alternativesn Pick the one that makes the most sense for the scenario
Group 2: Communications Strategy – Develop 2 Key Messagesn Come up with what you think will be the most frequently asked
questionsn Choose 2 and develop key messages for each
Group 3: Change Management Strategy – Come up with a strategy to determine the location(s) of Head Office functions for the combined organizationn Come up with alternativesn Pick the one that makes the most sense
Change Management Skills Workshop 21July 13, 2006 Helping organisations manage change
Integrated PlanningIntegrated Planning
Change Management Skills Workshop 22July 13, 2006 Helping organisations manage change
Integrated PlanningIntegrated Planning
Why integrated planning?n Systems facilitate communicationsn Communications facilitate participationn Participation enhances trainingn Business processes, systems and job descriptions are
intertwinedn External stakeholders will notice as soon as the left and
right hands are not acting together
Change Management Skills Workshop 23July 13, 2006 Helping organisations manage change
Achieving Integrated PlanningAchieving Integrated Planning
n Have a cross company Executive Steering committeen Have a dedicated Project Team to lead the transitionn Provide project management support to management
through the dedicated project teamn Have HR and Communications as key members of the
Executive Steering Committee and the Project Teamn Identify milestones and key indicators and report on them
regularly
Change Management Skills Workshop 24July 13, 2006 Helping organisations manage change
Questions?Questions?
Helping organisations manage change
Thank YouThank You