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Conference made for PSI in May 2017

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  1. 1. 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
  2. 2. 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
  3. 3. WELCOME TO THE NEW WORLD OF THE XXIST CENTURY
  4. 4. http://fr.slideshare.net/ayeletb/preparing-for-the-future-the-power-of-relationships STOP READING MY BOOK !
  5. 5. A NEW INDUSTRIAL REVOLUTION
  6. 6. COMPETITION CHANGED
  7. 7. SOCIAL MEDIA = DISRUPTION
  8. 8. INFORMATION SEARCH DISRUPTION
  9. 9. SMARPHONE DISRUPTION
  10. 10. ICT DISRUPTION
  11. 11. today 15 billion connected objects in 2020 50 billon….
  12. 12. Source: http://fr.slideshare.net/briansolis/official-slideshare-for-whats-the-future-of-business
  13. 13. 28 ORGANIZATION CHANGED… FAST
  14. 14. CREATED IN 2009
  15. 15. 2016 : CAR WITHOUT DRIVER
  16. 16. Resistance to change
  17. 17. reasons for not changing
  18. 18. First the vision then the change
  19. 19. Strategic Vision Implementation: Driving Change through the Organization The road to change
  20. 20. 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
  21. 21. 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
  22. 22. 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?
  23. 23. 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?
  24. 24. 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
  25. 25. All Employees Transition Organizational Design Strategy Development Senior Leadership Management Everybody is needed
  26. 26. SOME MYTHS OF CHANGE MANAGEMENT BASED ON A HUGE STUDY MADE BY ACCENTURE
  27. 27. People Management Leadership& Sponsorship Risk and Impact Management Communication People Management CHANGE MANAGEMENT
  28. 28. change could change the corporate culture
  29. 29. LET’S CHANGE
  30. 30. 69 NOTHING IS PERMANENT… AT THE EXCEPTION OF CHANGE ! HERACLITE
  31. 31. WE ARE LIVING IN A WORLD THAT CHANGES SO FAST THAT WE HAVE TO ADAPT AND CHANGE TOGETHER 71
  32. 32. Good luck 72
  33. 33. 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
  34. 34. 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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