1. Skills and knowledge needed
for managing change
TEAM 8 presentation
People Organization and Technology, DM918
University of Strathclyde
Radoslava Tosheva
Darpan Sampat
Ahmad Mughi
Carles Debart
Patrick O`Connel
Aytug Suvari

2. MENU OF THE DAY
1 542 3
Change manager
competencies
By Ahmad
Mughni
Kotter’s
framework and skills
By Carles
Debart
Case study 2:
IBM
By Darpan
Sampat
Case study 1:
Siemens
By Radoslava
Tosheva
Class activity
By Patrick
O`Connell

3. CHANGE?

4. CHANGE?

5. WHICH MANAGER MAY LEAD THE CHANGE?
1
2
3
Program manager
Project manager
Change manager
It depends on:
The degree of behavioural change required in the organization (how deep is the change)
The supportive culture and/or leadership (how is the organization prepared for change)

6. 11
Leadership
WHAT SIMILAR COMPETENCIES HAVE PM and CM?
22
33 44 55 66
77
88
Team
development
and selection
Stakeholder
management
Communication
Cultural
consideration
& Cross
cultural skills
Decision
making
Planning:
cost, time,
risk, quality,
scope
Project
management
skills

7. WHAT DIFFERENT ACTIVITIES ARE THEY SPECIALIZED IN?
2. Project definition
3. Team development
4. System assessment
5. Issues resolution
7. Strategic decisions
8. Preparation of work environ.
9. Project closing
6. Vendor management
PROJECT MANAGER
1. Managing resources
2. Changing organiz. culture
3. Preparation of users
4. Organizational structure
5. Political diffusion
7. Selling the change
8. Involvement in process
analysis work
9. Training and education to
affected staff
6. Impact analysis
CHANGE MANAGER
1. Changing behavior
VS

8. CHANGE MANAGEMENT
plus
PROJECT MANAGEMENT
PROJECT MANAGEMENT
with
Some change management
skills
PROJECT MANAGEMENT
with strong
change management skills
or
PROJECT MANAGEMENT
plus CHANGE
MANAGEMENT
DEGREE OF BEHAVIOURAL CHANGE REQUIERED
SUPPORTIVECULTUREANDLEADERSHIP
DEGREE OF CHANGE AND TYPE OF MANAGEMENT REQUIRED
Depending on the degree of change more than one manager could be necessary
PROJECT MANAGEMENT
with strong
change management skills
or
PROJECT MANAGEMENT
plus CHANGE
MANAGEMENT
WEAK
STRONG

9. 1 2 3 4
FACILITATING
CHANGE
• Knowledge on
principles of
change
• Knowledge on
organization
environment
• Focuses on
Business
• Assessing
readiness of
employees
• Culture awareness
KEY COMPETENCIES AND SKILLS FOR MANAGERS TO
IMPLEMENT CHANGE I
STRATEGIC
THINKING
• Communicates and
develops a clear
vision
• Monitors
organizational
readiness
• Strategic view
• Sustainable
outcome, allowing
future changes
• Analytical thinking
• Holistic
perspective
• Decision Making
• Customer &
stakeholder focus
• Professional
presence
• Use of networks
• Interpersonal style
THINKING &
JUDGEMENT
INFLUENCING
OTHERS

10. 5 6 7 8
COACHING
FOR CHANGE
• Knows about adult
learning principles
• Analyses the needs
• Increases the
organizational
capability
• Acts as a role
model
• Trains not only for
change but for
stabilization of
change
PROJECT
MANAGEMENT
• Develops an
integrated plans
• Monitors and
manages the
progress
• Manages cost, risk
and opportunity
• Reviews the project
outcome
• Builds
relationship
• Demonstrates
empathy
• Expresses ideas
effectively
• Structures
correctly written
communication
• Measures
effectiveness of
communication
• Personal
responsibility
• Prioritizes
• Manages time
• Is resilient
• Is flexible
• Has emotional
intelligence skills
COMMUNICATION
SKILLS
SELF
MANAGEMENT
KEY COMPETENCIES AND SKILLS FOR MANAGERS TO
IMPLEMENT CHANGE II

11. 9 10 11
FACILITATION
IN MEETINGS
• Designs activities
• Creates a
participatory
environment
• Structures
meetings and
workshops
• Takes
responsibility
• Employs
facilitation tools
for planning,
monitoring and
solving issues
PROFESSIONAL
DEVELOPMENT
• Continuously seeks
for new updates in
the CM science
• Integrates new skills
• Promotes the
change management
science
• Identifies the
needs on change
• Prepares a
training plan
• Works close to
organization
owners for the
delivery of
solution
• Evaluates the
effectiveness of
the change
SPECIALIST
EXPERTISE
KEY COMPETENCIES AND SKILLS TO MANAGERS TO
TO IMPLEMENT CHANGE III

12. DEVELOPING SKILLS FOR CHANGE.
KOTTER’S FRAMEWORK ANALYSIS
WHAT
COMPETENCIES
ARE NECESSARY
FOR EACH STEP?

13. WHAT COMPETENCIES ARE NEEDED FOR EACH STEP?
1 4 5 7
1 3 4 5 6 7 11
1 2 4 7
4 7 8
2 3 6
6 7
1 6
1 9 10

14. THE CEO OF SIEMENS ON USING
A SCANDAL TO DRIVE CHANGE
PETER LOSCHER
“But as I always remind anybody
who is listening, never miss the
opportunities that come from a
good crisis – and we certainly didn`t
miss ours.”
THE DAILY NEWS
www.dailynews.com THE WORLD’S FAVOURITE NEWSPAPER - Since 1879
CASE STUDY : SIEMENS STORY

15. CASE STUDY : SIEMENS STORY
How can you continually adapt to the changing world we are in right now?
HOW HE DID IT …
3
5 Streamline and simplify their global operating units
1 Getting to know the company and change how it was
organized
2 Fundamentally changed the managing board and how do
they made decisions
4
Managing board was a good mix of experienced people who
came below in the organizations.
7 Remove two-layer system in operations
6 Group country operations into fewer clusters.
One person who is accountable for global performance
Replaced:
80% of the top level
of executives70% of the next level
down
40% of the levelbelow that

16. CASE STUDY : SIEMENS STORY
How can you adapt continually to the changing world we are in right now?
HOW HE DID IT …
8 One person is accountable for global performance
9 Quarterly based meetings were created
10 An environmental portfolio was introduced
11 Significant increase in R&D spending
12 Customer driven culture
13 Diversity

17. CLASS ACTIVITY:
Ready to
change?

18. THANK YOU!
- Any questions? -
END OF THE SESSION