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Business Transformation Cultural
Challenges
Change Management
Akhil Munjal
Organizational Change Success
How can we improve chances of a successful change implementation
2
* Business Process Manage...
Culture Change
Sponsorship
• Identify decision makers,
opinion leaders and other
stakeholders
• Engage them by defining th...
Organizational Change
Choice of the correct approach is crucial for success
4
The answers to these questions guide the pro...
Change Management
Campaign Strategy is determined by the Change Management Approach
• Unequivocal message
about current si...
Change Management
Change Checklist
1. Leading change (who is responsible) Do we have a leader …
• Who owns and champions t...
Change Management
Change is not easy….
Problems Solutions
Source: Leading Change, Harvard Business School Press, 1996.
Culture Change
Ten tips for Culture Change
 focus on the vision
 diagnosis is key
 obtain and nurture sponsorship
 cul...
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Business transformation & Change Management - How not to go wrong : From a seasoned BA and CMS-PMP professional

Business Transformation can be a challenge for most but it becomes a nightmare in complex and large environments where the change can impact hundreds and thousands of resources across geos and cultures. And if we can't plan it well, we can't do it well. Planning for change and forecasting and preparing for the impacts, communicating with the impacted resources and finding a common rhythm needs experience and knowledge of what usually goes wrong. So instead of reinventing the wheel everytime, its better to gather as much information as possible and planning every last detail before going for the transformation.

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Business transformation & Change Management - How not to go wrong : From a seasoned BA and CMS-PMP professional

  1. 1. Business Transformation Cultural Challenges Change Management Akhil Munjal
  2. 2. Organizational Change Success How can we improve chances of a successful change implementation 2 * Business Process Management Journal, Bradford 2001 ** The Social Economy, McKinsey & Company, 2012 70% of all Change Initiatives fail to get implemented * A recent survey of senior executives in 14 industries confirmed that the benefits of a major change initiative had been substantially delayed and/or negated due to: • Lack of buy-in that change is necessary 64% • Lack of adequate skills or experience 44% • No senior management champion 44% • Turf battles 44% • Lack of congruent reward system 36% • Inability or unwillingness to downsize 31% A study of financial services firms get as little as 20% of the promised payoff after having completed 80% of the work. The remaining 80% of the benefits comes from dealing with people issues Phase I Phase II Envision the Future Assess Current Situation Develop Change Plan Implementation Develop Options Implement • Create a parallel organization (move into the house before it’s complete) • Make use of focus groups/ workshops to engage employees • Extensive piloting activity • Rotate new participants into project team • Develop and report quantitative and qualitative results • Develop a culture of change-readiness through adoption of Organizational Learning methodologies
  3. 3. Culture Change Sponsorship • Identify decision makers, opinion leaders and other stakeholders • Engage them by defining the distinct part they each play in making the change happen (i.e., terms of reference) • Facilitate alignment among decision makers to create consistent sponsorship “voice” • Support their sponsorship (e.g., communications rollout) • Establish linkages and networks with all the stakeholders Initiating Sponsors Sustaining Sponsors Discipline and Building Sponsorship Sponsorship Alignment is Key
  4. 4. Organizational Change Choice of the correct approach is crucial for success 4 The answers to these questions guide the process of change management Clarion Call Mobilize commitment from the top down Burning Platform Mobilize compliance from the top down Concerted Action Mobilize commitment by delegating responsibility Long March Drive for long-term value change Speed How important is speed to accomplishing the objectives of the change effort? Conformance How closely must we conform to a specific process or outcome to achieve our goals? Commitment Which is more important to achieving our goals: compliance or commitment? Approach to Change Management Conformance Commitment Speed High High High Clarion Call High High Low Burning Platform High Low High Concerted Action Low High High Long March Choice of Four Types of Approach Attributes of Each Approach
  5. 5. Change Management Campaign Strategy is determined by the Change Management Approach • Unequivocal message about current situation and dire implications of inaction • Need for strong direction to survive • Centralized vision • Detailed advance planning with small trusted cadre • Disciplined roll-out • “Big bang” opening • Experience of pain • Unambiguous direction • Common threat • Set clear quantitative targets and reward performance • Anticipate resistance • Give “field promotions” to opinion leaders • Establish clear milestones, benchmarks • Be prepared to penalize those who deviate • Prepare recovery plans • Report positive results • Attractive, inspirational vision • Common values • Opportunities for greatness • Evolving strategic story • Disciplined experimentation • Centralized visioning • Sub-unit responsibility • Emphasis on incremental change • “Rising tide” opening • “Rolling wave” as time goes on • Simple, robust themes • Selectively recruit to the center of influence • Honor as a key virtue • Emphasize benefits for future generations • Establish broad outlines of future state and then intermediate measures of progress • Report positive and negative results to sustain commitment • Unequivocal message about current situation and dire implications of inaction • Stress inspirational message • Strategic story • Detailed advance planning with key power brokers and thought leaders • Minimum critical specification • Outcome orientation • “Big bang” opening followed by rolling wave • Strong emphasis on customizing the message to sub-units • Frequent reminder messages • Set combination of quantitative and quantitative targets and reward performance • Give resources to subunits to reward performance • Establish clear milestones, benchmarks • Be prepared to penalize those who deviate • Regular surveys • Report positive results quickly • Unequivocal message about current situation and dire implications of inaction • Need for collaboration to survive • Centralized visioning • Clear sub-unit goals/processes • Selective decentralization • “Big bang” opening • Experience of pain • Strong emphasis on customizing the message to sub-units • Target opinion leaders and reward them for duty above and beyond the call • Rapid set-up of focus groups to mobilize commitment • Establish clear milestones, benchmarks • Prepare recovery plans • Focus groups establish local performance measures • Report positive results ClarionCallBurningPlatformConcertedActionLongMarch Content Coordination Communication Commitment Continuous Improvement Clarion Call Burning Platform Concerted Action Long March Content Campaign Strategy for Change
  6. 6. Change Management Change Checklist 1. Leading change (who is responsible) Do we have a leader … • Who owns and champions the change? • Who demonstrates public commitment to making it happen? • Who will garner resources to sustain it? • Who will invest personal time and attention to following it through? 2. Creating a shared need (why do it) Do employees … • See the reason for change? • Understand why the change is important? • See how it will help them and/or the business in the short and the long term? 3. Shaping a vision (what will it look like when we are done?) Do employees … • See the outcomes of the change in behavioral terms (I.e., what they will do differently as a result of the change)? • Get excited about these outcomes? • Understand how the change will benefit customers and other stakeholders? 4. Mobilizing commitment (who else needs to be involved) Do the sponsors of the change… • Recognize who else needs to be committed to the change for it to happen? • Know how to build a coalition of support for the change? • Have the ability to enlist the support of key individuals in the organization? • Have the ability to build a responsibility matrix to make the change happen? 5. Building enabling systems (how will it be institutionalized) Do the sponsors of the change… • Understand how to sustain change through modifying people systems? • Recognize the technology investment required to implement the change? • Have access to financial resources to sustain the change? 6. Monitoring and demonstrating progress Do the sponsors of the change… • Have a means of measuring the success of the change? • Plan to benchmark progress on both the results of the change and the implementation process? 7. Making it last (how will it be initiated and sustained?) Do the sponsors of the change… • Recognize the first steps needed to get started? • Have a short and long term plan to keep attention focused on the change? • Have a plan for adapting the change over time to shifting circumstances?
  7. 7. Change Management Change is not easy…. Problems Solutions Source: Leading Change, Harvard Business School Press, 1996.
  8. 8. Culture Change Ten tips for Culture Change  focus on the vision  diagnosis is key  obtain and nurture sponsorship  culture change is not an isolated program  create demand for culture change  support the employees  incorporate quick wins  encourage open communications  make culture change measurable  be persistent

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  • HYDN

    Feb. 20, 2016
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    Aug. 5, 2016
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    Oct. 24, 2016
  • AbdelhamidBENTAIEBPM

    Nov. 19, 2018

Business Transformation can be a challenge for most but it becomes a nightmare in complex and large environments where the change can impact hundreds and thousands of resources across geos and cultures. And if we can't plan it well, we can't do it well. Planning for change and forecasting and preparing for the impacts, communicating with the impacted resources and finding a common rhythm needs experience and knowledge of what usually goes wrong. So instead of reinventing the wheel everytime, its better to gather as much information as possible and planning every last detail before going for the transformation.

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