Change management in challenging times

1. Change Management in Challenging
Times
Kayode Adebiyi, FCA, MBA
April 2017

2. Our Roadmap
Parableof
changeParableof
change
Change
strategyor
changetragedy
Change
strategyor
changetragedy
A case for
change
Leading
and
managing
change
Hints on
personal
change
Recap, Q &
A, Case
Study

3. A case for Change

4. Copyright © 2005 Prentice-Hall
18-4
What is Change? (1)What is Change? (1)
• Moving from the present to the future,
from known information to relatively
unknown information.

5. What is change? (2)

6. Why Change? (3)

7. Why Change? (4)

8. Sometimes we don’t notice that the carpet has shifted
…until we fall over!

9. Why Change? (5)
•“ Instead of seeing the rug
• being pulled from under
• us, we can learn to dance
• on a shifting carpet”
•Change is dancing on the
shifting carpet
•Thomas Crum, 1987

10. Why Change?

11. “When the rate of change outside exceeds the rate
of change inside, the end is in sight”
Why Change?Why Change?
Jack Welch

12. Why Do Organizations Need
Organizational Change?
• To remain
competitive
• For survival in
globalization and
rapidly evolving
technology
• To respond to a
current crisis
situation

13. The “New Normal” Characteristics

14. YOU
Other
Stuff
Family
Friends Work
When it rains, it pours!

15. 15
VUCA
Increasing rate of
change
Less clarity about
the future
Multiplicity of
decision factors
There may be no
“right answer”
A term originated by a US
Military College to describe the
new challenges facing leaders.
A term originated by a US
Military College to describe the
new challenges facing leaders.

17. WICKED PROBLEMS
Predicaments that cannot be definitively
resolved — and attempts to fix them often
generate more trouble.
–Horst Rittel and Melvin Webber

18. Like cancer cells, wicked problems can
multiply unintelligently!

19. Parables of Change (1)

28. Parable 2

29. Parable 3
We have
a small
problem.
We just
lost
all the four
tyres… and we commenced our descent five minutes
ago”

30. Parable (4): The platform is burning!

31. Dr.Sarma@works
Parable 5: Run or die
Once there was a tiger which boasted
that it can run faster than any one.
One day he chased a rabbit and failed to
catch it.
“All right” said the tiger; “of course I
failed on my boast.
But, remember the rabbit was running
for its life and I, for my dinner.”

32. Parable 6

33. Change lessons (1)

34. Change lesson (2)

35. Change lesson (3)

36. Change lesson (4)

37. Change lesson (5)

38. Change lesson (6)

39. Change Strategy or Change
Tragedy!

41. 41
Forces for Change
External
• Marketplace
• Regulation
• Technology
• Economic Forces
Internal
• Long Range Plans
• New Equipment
• Work Force
• Comp and Benefits
• Employee Attitudes

42. Lewin’s Force Field Analysis Model
• Increase driving forces that
drive change
• Reduce restraining forces that
resist change
• or do both
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

43. Restraining forces
Driving forces
Status quo
Desired
state
Time
Force-field Model of Change
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

49. 252 UNIT 4 • Managing people and change
Driving and restraining forces for change in
Reaction to change
Driving forces
(forces for change)
Equilibrium (status
quo)
Restraining forces (forces
resisting change)

50. The mood of the strategist (1)

51. The mood of the strategist (2)

52. The mood of the strategist (3)

53. Remember: Culture
Eats Strategy for
Breakfast! – Dr. Peter
Drucker

60. © Key Associates 2008, 1-888-
655-3901,
http://www.mkkey.com
60
Change Hangs in the Balance
The benefits of the change
plus the discomfort with the present must be
greater than the perceived cost of the change.

61. Quality of the Change Initiative
X Alignment of People
= Results
Michael Fischer; Kimberly Clark

64. All materials copyright  1992-2006 Lean Associates, Inc. all
rights reserved. No part of this presentation may be
reproduced without written permission from Lean Associates,
Inc.
1000 Falcon Wood Way Lexington, KY 40511 (859) 552-
Create a Long–Term Philosophy
“A journey of one thousand miles
begins with a single step…”
Confucius
“…Followed by about 2 Million
difficult, challenging, continuous
steps.”
David Meier

66. Leading and Managing Change

67. The Need for a Compelling
Business Case
Strong data-driven rationale
• A specific research-based reason for change
• Linked directly to performance goals
Clarification and communication of vision
Compelling reason and urgency behind change activities
Focused strategy for stakeholder engagement
Identification of critical audiences and gap analysis
Realistic understanding of organisational implications
Formal; informal; people; tasks

69. The Need for a
Strong Foundation
Create a shared, defined and
robust view of the imperatives for
change and performance
requirement
Decide on the vehicle for change
(e.g. process redesign, cost
reduction, culture change, closer
alignment with customers)
Assess the organisation’s
readiness and capability for
change
Identify stakeholders

70. 7070
Organisational resilience
• Its NOT something you do, its something you
ARE!
• …..is the capacity for complex systems to
survive, adapt and grow in the face of turbulent
changes;
• A resilient enterprise is risk intelligent , flexible
and agile.

71. 7171
Critical success factors

72. Assume NOTHING, Ask Questions
Six wise men
•What ?
•Why ?
•How ?
•Who ?
•Where ?
•Which?

73. Question everything!

76. Change mgt process

77. CHANGE MANAGEMENT IS A DOLPHIN, NOT A WHALE

78. Managing YOU

80. Health

81. Wellness: Striving for Optimal Health

82. Being the best we can in every area of
our HEALTH makes up our well-being,
also known as our WELLNESS.
7
Components
of Health
Wellness=

83. •Wellness is a
continuum
ranging from
death to optimal
health.
•You can
choose your
behaviors to
move closer to
optimal health.

84. Stress – balance issue

88. Stress

89. Work-life balance? (1)

90. Work life balance (2)

91. Work life balance? (3)

92. Work life balance (4)

93. Work life balance (5)

94. Work-life balance? (6)

95. Reframing
Changing the frame,
changes the meaning

96. Reframing
• By changing the frame, you radically change
the range of possibilities
• If you change the way you look at things, the
things you look at change

97. See the bigger picture

98. Time Management
• The bad news is time flies. The good news is
you’re the pilot.
• If you have a deadline, something must die!
• Either you run your day or your day runs you!
• Managing your time without managing your priorities is like
shooting randomly and calling whatever you hit a target
• Manage your focus, manage your energy
• A meeting is an event at which minutes are kept and the
hours are lost

99. I’m sorry you had a rough day at the
office, but you have the wrong house.
Your home,
Your stronghold!

104. Your money
• Finance is the art of passing money from hand to hand
until it finally disappears
• If you can’t control your money, making more money
won’t help
• The best way to appreciate your job is to imagine
yourself without one
• You will always have plenty of money if you let the rest
of the world go buy
• The secret of success is your head up, your overhead
down
• Givers must set limits because takers rarely do!

105. Managing the organization

108. Talk is cheap!

109. Resistance to Change
Self-Interest
Lack of Trust and
Understanding
Uncertainty
Different Perspectives
and Goals
Cultures that Value
Tradition
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

110. Managing Resistance
Communication and
Education
Employee Involvement
Negotiation
Coercion
Top-Management Support
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

111. Understand the emotional journey
Create a vision
Lead
Consult
communicate
engage
reflect
communicate
communicate

112. Communication dilemmas
• Non-verbal communication will always trump words
• Speak in such a way that others love to listen to you; listen
in such a way that others love to speak to you
• A man always has two reasons for doing anything: the good
reason and the real reason
• You will never get a second chance to make a first
impression.
• In a mad world, only the mad are sane
• There is a pleasure in being mad which none but madmen
know
• Communication is about being effective, not always about
being proper

113. Managing your team

114. Collaborate!

116. Hints on Personal Change

117. Personal Change
… IF YOU CHANGE NOTHING
NOTHING WILL CHANGE …..
… BUT IF YOU CHANGE MIND
MIND WILL CHANGE
…THOSE WHO CANNOT CHANGE THEIR
MIND CANNOT CHANGE ANYTHING

123. ..if you are not chained

124. … if you are not chained!

126. Individual prerequisites for change to occur
Thinking &
understanding
Emotional/
Motivational
Behavioral
Head Heart
Hands
Why should I change?Why should I change?
What’s in it for me?What’s in it for me?
What do I do differently?What do I do differently?

127. Skills for surviving
organizational change
managing
change
127
1.Control your thoughts and emotions
2.Let go of the past, and focus on the future
3.Be flexible and adaptable
4.Find balance in your life
5. Do not adopt a hostage mentality

131. Never give up

132. 132
Case for
change
1
Parable of
change2
Change strategy
or change
tragedy
3
Leading and
managing
change
4
Hints on
personal
change
5
Five themes
RECAP •What is change?
•Who moved my cheese?
•Why do organizations need
organizational change?
•Signs of the times
•Change parables
•Change lessons
•Change or perish!
•Strategy elements
•Forces for change
•Striking the balance
•Leadership for change
• Managing you
• Managing the
organization
• Communication
• Managing
resistance
•Thriving in organization change
•You can change
•NEVER GIVE UP

133. Albert Einstein’s
Theory
A = X + Y
+ ZA = Success
X = Work
Y = Play
Z = Keeping your mouth
shut

134. 08033181225
kydadebiyi@yahoo.com

135. Case Study guide (1): Images of Change Outcomes
• Intended Change:
–Change is a result of planned action
• Partially Intended Change:
–Change may need to be re-modified after it
is initially implemented
• Unintended Change:
–Forces beyond the control of the change
manager

136. ANTICIPATED
PEACE of MIND
CRISIS
MANAGMENT
STRATEGIC
,RESULTS
Unplanned Change
NarrowChangeBroadChange
DISORDERED
AND
STRESSFUL
Planned Change
IMPROVEMENTS
Case study guide (1): Images of change outcomes

137. Case study 1
You are a member of a STRICTLY NON-PARTISAN professional
group to assess the mid-term performance the ruling party and
FGN.
1.Was there a case for change? How effectively was it made?
What was the change parable?
2.How effective was the strategy for change delivery?
3.In your opinion, which type of change outcome is it at mid-
term?
4.How effective has been the role of leadership (Presidency) and
managers (FEC and other appointees) in this change agenda?
5.What can be done better?

138. Case study 2
Concerning a change effort that you were actively
involved in:
1.Which type of change outcome was it?
2.What acts of omission or commission resulted in this
outcome?
3.Based on what you now know, what should have been
done or should have been done differently?
4.Based on what you now know, what should not have
been done or have been done differently?