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THE DIGITALIZATION OF THE METAL INDUSTRY
MAY 10, 2017 VELSEN (THE NETHERLANDS)
	Jacques	Folon	
www.folon.com	
Partner	Edge	Consulting	
Maître	de	conférences		
Université	de	Liège		
Professeur	
ICHEC	Brussels	Management	School		
Professeur	invité		
Université	Saint	Louis	(BXL)	
Université	de	Lorraine		
ESC	Rennes	School	of	Business	
CHANGE MANAGEMENT
&
RESISTANCE TO CHANGE
NO CHANGE
PLEASE
Jacques Folon
Digital transformation specialist
University Professor
Author
Keynote speaker
jacques.folon@ichec.be
+ 00 475 98 21 15
https://www.linkedin.com/in/folon/
Twitter @jacquesfolon
WELCOME TO THE NEW WORLD
OF THE XXIST CENTURY
change
http://fr.slideshare.net/ayeletb/preparing-for-the-future-the-power-of-relationships
STOP READING MY BOOK !
change
change
A NEW INDUSTRIAL REVOLUTION
change
change
change
change
change
change
COMPETITION CHANGED
change
SOCIAL MEDIA = DISRUPTION
INFORMATION SEARCH DISRUPTION
SMARPHONE DISRUPTION
ICT DISRUPTION
today 15 billion connected objects
in 2020 50 billon….
change
Source: http://fr.slideshare.net/briansolis/official-slideshare-for-whats-the-future-of-business
change
change
change
change
28
ORGANIZATION
CHANGED…
FAST
CREATED IN 2009
change
2016 : CAR WITHOUT DRIVER
change
change
Resistance to
change
change
change
change
change
change
reasons for
not changing
change
change
change
change
First the vision
then the change
Strategic
Vision
Implementation:
Driving Change
through the
Organization
The road to change
change
It’s about achieving “task alignment”
● Making a vision come to life with clear
strategies, initiatives and well-defined
work activities
● Grouping work activities into refined or
redefined jobs
● Putting the right people in those jobs and
giving them direction...people only change
behavior if their work changes
Three steps
DEFINE CORE
CAPABILITIES
SYSTEMS
& TOOLS
PHASE II
ORGANIZATIONAL DESIGN
PHASE I
STRATEGY DEVELOPMENT
JOBS AND
STRUCTURE
STRATEGY
DEVELOP BUSINESS
PROCESSES , ACTIVITIES
AND PERFORMANCE
REQUIREMENTS
TRANSITION
PHASE III
TRANSITION
ASSESS & SELECT
TALENT
Activity Definition& Sequencing Investment Allocation& Re-Allocation
INVEST IN
SYSTEMS
& TOOLS OR
HUMAN
CAPITAL?
Some level of Resistance is a natural part of change
STRATEGY
DEFINE CORE
CAPABILITIES
PHASE I
STRATEGY DEVELOPMENT
STRATEGY
● Strategy – What is the future state that
you want to achieve? What are the specific,
measurable strategies or objectives for the
business? Are the strategies sufficiently
defined in order to identify the work
activities associated with them?
● Core Capabilities – What organizational
capabilities will be critical for achieving
the strategy? What must the organization
be able to do well?
SYSTEMS
& TOOLS
PHASE II
ORGANIZATIONAL DESIGN
JOBS AND
STRUCTURE
DEVELOP BUSINESS
PROCESSES, ACTIVITIES
AND PERFORMANCE
REQUIREMENTS
ASSESS & SELECT
TALENT
Activity Definition& Sequencing Resource Allocation& Re-Allocation
INVEST IN
SYSTEMS
& TOOLS OR
HUMAN
CAPITAL?
● Develop Business Processes and Activities
– What are the processes that must be designed
and implemented in order to achieve the strategic
objectives? What metrics will be used to measure
these activities?
● Performance Requirements – How will we
know we have been successful? How will the
organization distinguish itself from competitors?
● Resource Allocation – What allocation or re-
allocation decisions will we need to make to
effectively support these activities and processes?
● Systems and Tools – What systems and tools
will be put in place to support the business
strategy and to perform critical business
activities?
● Jobs and Structure – What roles will be
necessary to carry out the critical business
activities? How will the roles be effectively and
efficiently organized?
TRANSITION
PHASE III
TRANSITION ● Transition – What activities are required
to transition to the future state? How will
new processes, roles, and systems be
implemented? How will people be set up
to perform successfully in their new or
changed roles? How will you deal with
resistance?
Some level of Resistance is a natural part of change
All Employees
Transition
Organizational
Design
Strategy
Development
Senior Leadership
Management
Everybody is needed
SOME MYTHS OF
CHANGE MANAGEMENT
BASED ON A HUGE STUDY MADE BY ACCENTURE
change
change
change
change
change
change
change
change
change
People Management
Leadership&
Sponsorship
Risk and Impact
Management
Communication
People Management
CHANGE
MANAGEMENT
change
change
change could change
the corporate culture
LET’S CHANGE
69
NOTHING IS PERMANENT…
AT THE EXCEPTION OF
CHANGE !
HERACLITE
change
WE ARE LIVING IN A WORLD THAT
CHANGES SO FAST THAT WE HAVE TO
ADAPT AND CHANGE TOGETHER
71
Good luck
72
some open questions for the discussion
• Do you have or intent to have a change management team?
• Do you have a change management person in HR?
• When you implement major change do you use a fixed
methodology?
• Do you ask consultant to help you in the change processes?
• Is your ICT department involved in change management?
• Is there coaching provided during the implementation of
changes?
73
credits
https://www.slideshare.net/accenture/debunking-the-myths-of-organizational-
change-management?qid=14dde1cc-af56-4b97-9a9b-
da846354f410&v=&b=&from_search=1
https://www.slideshare.net/jmaesq/change-management-framework?
qid=8cd62dd6-e58c-4406-9910-a51402d2d701&v=&b=&from_search=2
https://www.slideshare.net/cathy007/20-rules-of-change-management-by-
catherine-adenle?qid=112fdbb0-11f7-4f3c-
bb5e-8c30e950b9a1&v=&b=&from_search=1
AI and the future of work, Volker Hirsch

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