The document summarizes a meeting of the Fox Cities Managers group that took place on September 8, 2009. It included introductions, a discussion of change management led by Tony Wickham, and plans for future meeting topics. The document also provides information on change acceleration processes and what organizations, teams, and individuals need to successfully implement change.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Take High Impact Strategic Change Management Training - Tonex TrainingBryan Len
Price: $1,699.00
Length: 2 Days
Strategic Change Management Training Course will give you a top to bottom learning of fruitful authoritative procedures and guideline in vibrant business circumstances. You'll figure out how to spot open doors for useful change, motivate curiosity, create, and execute strategic strategies for development, and effectively deal with your group as your association advances.
Strategic Change Management Training Course covers principals, procedures, and methodologies required to powerful change management.
For what reason Do You Need Change Management Training?
To build up the association's capacity to adequately face change, improving spryness.
Upgrade the probability of fruitful business change/change – supporting strategic heading
To relieve the dangers identified with bombed activities
To help change activities with surely understood, process-driven methodologies so as to manufacture an assembled technique to change
To make and verify worker unwaveringness, lining up with hierarchical objectives in the seasons of change
To create and continue the contribution of inward and outside partners with new plans
To adequately oversee change interchanges with interior and outside networks so change is generally welcomed and upheld
To upgrade assessment of change impact, consolidated change arranging and powerful embedding of change into the life of the association
Course Outline
Overview of Change Management
Various Types of Change and Their Drivers
The Change Process
Change Associated with People
Undertaking Change Leads
Decision Making and Motivation
Understanding Performing Teams
Organizational Leadership
Process & Structures In Organizations
How to Benefit from Individual Differences
Evaluating Employee Performance
Effective Leadership and Creative Problem Solving
How to Manage Job Satisfaction and Stress
Work Design Viewpoints
Culture, Change and Organizational Values
Understanding Change Management
Implementing Organizational Changes
TONEX Hands-On Workshop
Request more information regarding high value strategic change management training. Visit Tonex.com for course detail
Take High Impact Strategic Change Management Training - Tonex Training
https://www.tonex.com/training-courses/strategic-change-management-training/
Managing change is a complex task. However, this presentation presents an overview of some of the key areas that an organisation needs to look at in order to make the change effective.
Change Management Framework: Step 2 - Sponsorship is one of the Most Importan...Peter F Gallagher
a2B Advisory Consulting, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to sponsor the project: ‘Say’, ‘Support’ and ‘Sustain’!
Peter F Gallagher
www.peterfgallagher.com
www.a2B.consulting
Extract from our - Change Management Framework: Step 2
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Take High Impact Strategic Change Management Training - Tonex TrainingBryan Len
Price: $1,699.00
Length: 2 Days
Strategic Change Management Training Course will give you a top to bottom learning of fruitful authoritative procedures and guideline in vibrant business circumstances. You'll figure out how to spot open doors for useful change, motivate curiosity, create, and execute strategic strategies for development, and effectively deal with your group as your association advances.
Strategic Change Management Training Course covers principals, procedures, and methodologies required to powerful change management.
For what reason Do You Need Change Management Training?
To build up the association's capacity to adequately face change, improving spryness.
Upgrade the probability of fruitful business change/change – supporting strategic heading
To relieve the dangers identified with bombed activities
To help change activities with surely understood, process-driven methodologies so as to manufacture an assembled technique to change
To make and verify worker unwaveringness, lining up with hierarchical objectives in the seasons of change
To create and continue the contribution of inward and outside partners with new plans
To adequately oversee change interchanges with interior and outside networks so change is generally welcomed and upheld
To upgrade assessment of change impact, consolidated change arranging and powerful embedding of change into the life of the association
Course Outline
Overview of Change Management
Various Types of Change and Their Drivers
The Change Process
Change Associated with People
Undertaking Change Leads
Decision Making and Motivation
Understanding Performing Teams
Organizational Leadership
Process & Structures In Organizations
How to Benefit from Individual Differences
Evaluating Employee Performance
Effective Leadership and Creative Problem Solving
How to Manage Job Satisfaction and Stress
Work Design Viewpoints
Culture, Change and Organizational Values
Understanding Change Management
Implementing Organizational Changes
TONEX Hands-On Workshop
Request more information regarding high value strategic change management training. Visit Tonex.com for course detail
Take High Impact Strategic Change Management Training - Tonex Training
https://www.tonex.com/training-courses/strategic-change-management-training/
Managing change is a complex task. However, this presentation presents an overview of some of the key areas that an organisation needs to look at in order to make the change effective.
Change Management Framework: Step 2 - Sponsorship is one of the Most Importan...Peter F Gallagher
a2B Advisory Consulting, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to sponsor the project: ‘Say’, ‘Support’ and ‘Sustain’!
Peter F Gallagher
www.peterfgallagher.com
www.a2B.consulting
Extract from our - Change Management Framework: Step 2
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Presentation and notes from the Titletown HDI local chapter meeting for May 2009. Main presentation - "How to talk to customers" by Chuck Tomasi
Hiring is the most important thing managers do. Get it right and you build a winning team. Get it wrong and you spend time and money to correct mistakes. This presentation gives you a powerful tool for an effective interview experience.
Thank you notes are a powerful way to motivate and build relationships. Unfortunately, many people don\'t feel comfortable writing them. This will help you learn the basics of creating effective thank you notes.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
NCV 4 Management Practice Hands-On Support Slide Show - Module 5Future Managers
This slide show complements NCV 4 Management Practice Hands-On Training by Bert Eksteen & Anthony Hill, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
How to increase success of your business change.
Understanding what drives and motivaties people and what the end to end business change proces looks like.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Leading Transformation Programs in Large / Global OrganizationsKaali Dass PMP, PhD.
Research shows average about 70% of the transformation programs fail.
This presentation focuses on need for transformation in organizations and propose a model to implement transformation programs successfully in large / global organizations.
Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
2. Time Description Person(s) 6:00 Introductions All 6:10 Group Business Chuck Tomasi 6:20 Change Management Tony Wickham 7:15 Future topics Chuck Tomasi 7:30 Open discussion/Networking All
11. Change Acceleration Process: A Model for Change SYSTEMS AND STRUCTURES CURRENT STATE TRANSITION STATE IMPROVED STATE Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress LEADING CHANGE
12. Identify Key Business Initiatives Identify Teams & Project Apply CAP approach to project Continue Ongoing Project Work Completed Project PROJECT SCOPING MEETINGS WORKSHOP PREPARATION STRUCTURED Change PROGRAM FOLLOW-UP MEETINGS PROJECT ACTIVITY Change Workshop : One Part Of An Ongoing Process….. Change WORKSHOP 4-6 WEEKS 2-3 DAYS 12 WEEKS + Change Programs Require Strong Commitment & Sponsorship from Top Management Change Timeline
23. The Team Must… FV-9 L R M Clarify expectations Build support & sponsorship Keep channels of communication open Negotiate for resources Champion team successes Report progress Work Together Effectively
42. 2 nd Tuesday of Each Month Date Topic October 13 Effective Mentor Relationships November 10 Communications – Paul Vidmar December 8 Non-verbal communications January 12 DISC – Karen Baker February 9 Excel – Lookups and Pivot Tables March 9 Personal productivity (GTD intro) April 13 Email management
43.
Editor's Notes
Read through the business initiatives: Ask : What initiative up on this slide has not impacted you here at this facility? Say : Think about the other initiatives that aren’t even captured on this slide.
CAP began as a CEO-sponsored initiative in 1992. A design committee, led by Crotonville’s team and comprised of both external consultants and internal GE process leaders of change, was chartered to create a process that would accelerate Work-Out TM self-sufficiency efforts, transfer best practices around leading change, and enhance the capabilities of GE leaders to initiate and lead change efforts. The design team identified the following equation as the basis of how CAP can be applied to a change initiative. Q = Quality of your change effort; technical strategy ; the new process A = The acceptance or cultural strategy that we need to adopt to make the change effective. (Buy in) E = The effectiveness of the change initiative. As your organization starts to implement the Q side of the change initiative, this needs to be complemented by a focus on the A side. For example, the CAP framework and tools (‘A”) are used to support Six Sigma methodology (“Q”) to drive quality. During 1992-1995, 80 GE business teams (close to 1000 people) experienced the CAP process; an additional 400 “GE / Partner” teams have been through a CAP orientation workshop. As CAP has progressed, there has been a major effort to internalize the process. Over 500 GE employees have been trained to be CAP coaches. These internal process consultants work with CAP teams, both within their own business and others, and are a critical ingredient to the overall success of the CAP experience.
Say : The answers to these questions are critical. They help paint the picture. If these four questions can be answered clearly and concisely, resistance to change could be minimized. The question that needs to be answered more clearly since resistance is always tied to it is “How will it affect me?” There are two keys to reducing resistance to change. Your ability to clearly and concisely describe how this change will not only benefit (expectations) the population but also what are clearly some real or perceived drawbacks of this change. Be proactive in recognizing that change, in many cases, is viewed negatively and that if you can be fair in addressing all aspects of this change, individuals levels of resistance will be reduced. Allow some level of influence over the change process. If there is perceived control of this process (however minimal) the resistance to change will be lessened. The greater the level of information you can provide at this point, the greater the level of acceptance of this change. Vague, unclear or minimal (accurate) information will typically lead to higher anxiety and greater resistance to change. You can never spend enough time painting the picture. Each productive minute spent painting the picture will reap benefit by reducing resistance and anxiety of those individuals most affected.