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Managing change slide

  1. 1. Managing Change Kulkesh Kumar 21-Feb, 2014
  2. 2. Objective 2  Identify the change that needs to be managed  Develop an outline plan for implementing change
  3. 3. Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome. What is Change Management?
  4. 4. Change as a survival tactic -- if the organization does not keep pace with the changing technology, consumer demands, and effective business processes, they will lose their competitive edge. Why Change is Important in Organization ?
  5. 5. 4R Framework to Rollout Change 5 •Restructuring on basis of the new strategy reorganizing Processes and structures. Value chain integration, quality systems, down seizing. •Revitalizing meaning customer centricity, client focus. Revision of portfolio, new orientation on the market and on the client. •Reframing meaning ‘inside out thinking’, creating the vision. Reconsidering values and norms, paradigm shift concerning the business processes. •Renewal includes change management, culture change, knowledge- and competence management, personal development. Spirit Renewing Mind Reframing Restructuring Body within Revitalizing Body and Environment
  6. 6. 4R Framework Wheel to Rollout Change 6 Spirit Renewing Mind Reframing Restructuring Body within Revitalizing Body and Environment Achieve mobilization Create the Vision Build the Measurem ents Construct an Economic Model Align Physical Infrastruct ure Redesign Work Architect ure Achieve Market Focus Invent New Business Change Rules through Information Technology Create Reward Structure Build Individual Learning Develop the Organiza tion
  7. 7. What to expect from change 7  Sense of loss, confusion  Mistrust and a “me” focus  Fear of letting go of that which led to success in the past  People hold onto & value the past  High uncertainty, low stability, high emotional stress  Perceived high levels of inconsistency  Control becomes a major issue  Conflict increases — especially between groups
  8. 8. Employee Reaction to Change 8
  9. 9. Individual pre-requisites for change to occur 9 Thinking & Understanding Emotional/ Motivational Behavioral Head Heart Hands Why should I change? What is in it for me? What do I do differently?
  10. 10. Change management 10 Effective Change Equals Altering Mind-set Harnessing Motivation Shaping Behavior The Effective Management of Change Involves An Integrated Approach In Each Of These Three Arenas
  11. 11. Stages of change management 11 “Coming to Grips with the Problem” “Working through the Change” “Attaining and Sustaining Improvement”
  12. 12. Understanding what stage of change they are in 12 Questions Stage  Do they see a need for change?  How uncomfortable are they with the status quo?  Do they have any sense of urgency for change?  Are they struggling with making the change work?  Are they looking for ways to make it work?  Are they communicating with others involved in the change, to get salutations to problems, share Best Practices, etc. ?  Are they looking for ways to leverage the change? To enhance it? One: Coming to grips with the problem. Two: Working through the change. Three: Attaining & sustaining improvement.
  13. 13. Strategy/change implementation 13 “Coming to Grips with the Problem” 1. Arenas of Change Stages of Change Management 2. “Working through the Change” 3. “Attaining and Sustaining Improvement” Changing Behavior and Developing Competency and Capability Behavior (Capability) Mind-set (Thinking/ Understanding) Breaking the Conventional Mind-set and Generating a Picture of the Future Dealing with Reactions to Loss and Creating the Will to Succeed Motivation (Emotional/ Intuitive Dynamics)
  14. 14. The technology of leading sustainable change 14 Mind-set (Thinking/ Understanding) Stage One: Arenas of Change Stages of Change Management Motivation (Emotional/ Intuitive Dynamics) Behavior (Capability)  Gather data to convince you / others that old way no longer works.  Confront myths, assumptions, & beliefs that prevent seeing problem & changing.  Increase dissatisfaction with old ways.  Increase confidence that change is achievable.  Outline costs of old way & benefits of new way.  Form team to gather data.  Have management talk about data & need for change.  Assess individual readiness to change.  Identify specific behaviors to change. “Coming to Grips with the Problem”
  15. 15. The technology of leading sustainable change 15 Mind-set (Thinking/ Understanding) Stage Two: Arenas of Change Stages of Change Management Motivation (Emotional/ Intuitive Dynamics) “Working through the Change”  Create a vision of the future & articulate the new mind-set.  Help people understand both the big picture & the details.  Communicate the purpose & benefits broadly.  Help people make the link between solving today’s issues & the new plan.  Hold “reality check” meetings to work through the threats, losses, and resistance.  Work through the leaders’ emotion/ resistance first.  Use individual gain/loss analysis as tool.  Discuss how to manage stress. Be supportive of one another.  Develop a new profile of leadership success.  Evaluate the top levels of management in stores.  Involve employees in building change plans.  Reward successes; expect & learn from mistakes.  Drive individual behavior change. Behavior (Capability)
  16. 16. The technology of leading sustainable change 16 Mind-set (Thinking/ Understanding) Arenas of Change Stages of Change Management Motivation (Emotional/ Intuitive Dynamics) Behavior (Capability) “Attaining & Sustaining Improvement”  Continually update vision of desired future & teamwork.  Create forum for feedback & continuous learning.  Continue to articulate why’s & benefits.  Celebrate & reward successes.  Deal with people who will not change.  Establish two-way communication.  Involve people for buy- in.  Continue to support each other in managing stress & change.  Make sure systems & rewards reinforce desired behaviors.  Train incoming people in the new behaviors.  Coach, give feedback, & reinforce new behavior.  Deal with people who cannot change. Stage Three:
  17. 17. Start X A journey of a thousand miles occurs one step at a time. Success

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