1. TRANSFORMATIONAL
LEADERSHIP WORKSHOP :
ghazali.mdnoor@gmail.com5-Mar-15
New Brand MIDA Managing Transition
Feedback For Improvement
From Officers On MIDA And
New Way Forward
Stakeholders
Communication Strategy
Managing Change Presentation Group 1 - 5
Manage change and transitions in a proactive and
engaging way 2-day workshop
7. From “As Is” to “To Be” – High
Performing Organisation..
7
Date Leader Scribe Recorder
Time-
keeper
Facilitator
8. .. within the organisation to improve its
capabilities
8
Agenda Item Desired Outcome Time Allotted Who Responsible
Team: ____________________________
Roles: Leader: __________________
Timekeeper: ______________
Recorder: ________________
Meeting Date: _________________
Time: ____9:00 – 9:55am________
Place: ________________________
HR Transformation Laboratory
9. Reposition and realign the organisation
to current business needs and
environment
9
Who (Name?) Is Going To Do What? When? Completed
1.
2.
3.
4.
5.
6.
12. efficiency:
Improve and strengthen MIDA and it’s
capacity building
12
Date: _____________________________ Project/Task: _____________________________
Party 1: ___________________________ Party 2: _________________________________
Specify Desired Results:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Identify Available Resources:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Set Needed Guidelines:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Define Accountability:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Determine Consequences:
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
Source: Franklin-Covey
13. facing?
- What should be my role of a leader
during the change?
(do’s & don’ts)
13
Followed the agenda – no
digressions
Everyone contributes and
is involved in team
decisions
One person talks at a
time, clarifying and
building of ideas
Team leader and team
intervene to keep the
team on-track and actively
manage equal
participation
Team expertise and
decisions were superior to
individual judgments
You were satisfied by
meeting
No agenda or did not
follow the agenda
A few key members
dominating and some
members not
participating
More than one person
talks at a time,
repetitions,
interruptions, and side
conversations
No attempts to bring
the team back on-track
and encourage equal
participation
Team decisions were
inferior to individual
assessments
You were not satisfied
with the meeting
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Satisfaction
Decision Quality
Leadership
Participation
Listening
On-Track
14.
15. 15
STAGE 1 STAGE 2
Vision
Mission
Corporate Values
Business Strategies
Goals & Objectives
Policy
Business Processes
Structure
Training &
Development
Formal Rewards
Governance
Beliefs
Values
Individual Self-Esteem
Leadership Styles
Attitudes
Working Relationships
Communications
Patterns
Informal Rewards
STAGE 3
TRANSFORMATION
HARD SOFT TRANSFORMATION
1. In order for people to change, it is critical to manage and then
prove that the ‘hard’ elements are in place
2. Without this, these formal elements will continue to act as
blockers for the organisation
(Based on the work of Rose Kennedy – The Orders of Change)
Moving towards transformation
16. 16
Competency Model
Malaysian Investment Development Authority
Mission:
To ensure Malaysia achieves its goal in economic transformation and its aspiration as a developed nation by 2020.
Vision:
To be the best partner to investors distinguished by the integrity and professionalism of its people
Values:
1. Teamwork
2. Integrity
3. Excellence
4. Accountability
Organisation Structure
How MIDA’s Vision and Mission can be
supported by a strong Human
Resources Department
JobDesign
Compensation&
Benefits
Orientation&On-
boarding
JobEvaluation
Recruiting&Staffing
WorkforcePlanning
Performance
ManagementSystem
CriticalWorkforce
Identification
Learning&
Development
Succession
Management
Workforce
Transition
17. Individual objectives &
appraisals, Aligning people
with strategy, Training
Business planning; Risk
management; Resource
allocation; Project &
Programme Management
Execution
Reporting
Behaviours
Decisions&actions
Measures &
Analytics
What is change management?
17
Business
Strategy
18. Drivers and barriers to change
18
1 A3
to prepare
1 slide
to communicate
1 A3
to execute
19. John Kotter – the 8-stage process of creating major change
20. How is change planned and identified in
in the organisation?
20
PESTLE
SWOT
21. 21
THREATS
OPPORTUNITIES
WEAKNESSESSTRENGTHS
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
4.
Match strength with opportunities
Strengths to commercialise Opportunities
Use Opportunities to
overcome weaknesses
Which weakness an impediment?
Stop weaknesses overcoming Opportunities
How to respond and protect business?
Take advantage of Strengths to
avoid threats
Which weakness can cause adverse impact?
Defensive strategies to minimize
weaknesses and avoid threats
External Assessment: Marketplace,
competitor’s, social trends, technology,
regulatory environment, economic
cycles.
1. Internal Strengths Matched with
External Opportunities
…
…
…
…
2. Internal Weaknesses
Relative to External
Opportunities
…
…
…
…
3. Internal Strengths Matched with
External Threats
…
…
…
…
4. Internal Weaknesses
Relative to External
Threats
…
…
…
…
Internal Assessment:
Organisational assets, resources, people, culture,
systems, partnerships, suppliers, . . .
22. TRANSFORMATIONAL
LEADERSHIP WORKSHOP :
ghazali.mdnoor@gmail.com5-Mar-15
New Brand MIDA Managing Transition
Feedback For Improvement
From Officers On MIDA And
New Way Forward
Stakeholders
Communication Strategy
Managing Change Presentation Group 1 - 5
Manage change and transitions in a proactive and
engaging way 2-day workshop
24. Change capability:
Critical factors for successful change
24
+ =+ +
+ =+ +
+ =+ +
+ =+ +
+ =+ +
Clear Vision Pressure for
Change
Capacity to
Change
Actionable First
Steps
Successful
Change
Pressure for
Change
Capacity to
Change
Actionable First
Steps
Fast Start that
Fizzles Out
Clear Vision
Clear Vision
Clear Vision
Pressure for
Change
Pressure for
Change
Capacity to
Change
Capacity to
Change
Actionable First
Steps
Actionable First
Steps
Bottom of In-Tray
Anxiety and
Frustration
Haphazard Efforts
or False Starts
26. 26
PEOPLE, LEARNING & SYSTEMS
INTERNAL PROCESS
CUSTOMER/ STAKEHOLDERS
FINANCIAL
VISION
ROI
EVA
Revenue
Earnings
Capital
Cash Flow
Quality
Service
Pricing
Time
Image
Relations
Production
Delivery
Marketing
Operations
Quality Control
Service Dept.
R & D
Employee
HR Capital
Knowledge
Technology
Best Practices
Intangibles
Capture a cause effect relationship
from the bottom up
27. 2 special techniques for building
strategy maps
27
The 4 to 5
Rule
Splitting the
Perspective
General Rule of Thumb to ensure strategy map is developed both
vertically and horizontally
Way of pulling out both drivers and outcomes that match
up against the core competencies of the business model
Customer Growth Customer SatisfactionRetention Rate
Timely Delivery Pricing Quality Service Reputation
Customer Perspective
Outcomes
Drivers
Weak Strong
28. All the pieces of the value drivers come
together in a dashboard that monitors
performance
28
29. Managing transition action plan
29
Template: Training Needs Analysis
Name &
Role
No. of
people in
role
Summary
description of
change
Current level
of capability
in the area
Future
required
level of
capability
Training/
learning
intervention
required
How
success will
be measured
30. HR RESPONSIBILITY AREAS
HIRING EMPLOYEE DEVELOPMENT PERFORMANCE MANAGEMENT
Metric
Direction / Magnitude
of Desired Change
Metric
Direction / Magnitude
of Desired Change
Metric
Direction / Magnitude
of Desired Change
Cost per hire
Quick quits
% new hires from
most effective source
Applicant and offer
diversity
Rate of participation in
formal programs
Ratio of hires to
promotees in middle
and upper levels
“Return to tenure” –
average pay increase
associated with one
additional year of
experience
% employees in critical
jobs that are retirement
eligible that stay
% workforce receiving
a performance assessment
per year
Difference in retention rates
between top and average
performers
Skew of performance rating
distribution, for each
segment and level
Time in last career level for
high performers
Differences in rewards (pay
and promotion) across
performance categories
|
|
|
|
|
|
|
|
|
|
| |
|
Sample dashboard metrics
30
31. Leading
Definition
Lagging
Input
Output
Outcome
Objective /
Quantitative
Example
Intermediate outcomes that predicts or
drive bottom-line performance results
Measure Type
Bottom-line performance results resulting
from actions taken
Amount of Investments, assets, equipment,
labor hours, or budget dollars used
Units of a product or service rendered - a
measure of yield
Resulting effect (benefit) of the use or
application of an output
Empirical indicators of performance
Subjective /
Qualitative
Perceptions and evaluations of major
customers and stakeholders
Employee turnover rate
Employee satisfaction rating
Number of Value Meal orders fulfilled
Customer satisfaction rating
Wait time
Customer complaints received as a % of
total customers served
Number of cashiers
Types of measurements
31
32. Emotional stages in the change process
32
Key things to look out for
Current
RAG
Action
steps
Success
measures
Lead(s)
Owning
communications about
the project
Personal ownership of messages
Consistency of message over time
Communicates short and long term goals
Involvement in the
project
Highly visible to project team
Leads team planning
Aligns project and line responsibility
Working with peers to
provide cross
functional leadership
Consistency and joint visibility with other leaders
Clear understanding of project impact on all areas
Clear documentation of this
Supervising/ managing
effectively
Sets clear expectations on delivery
Encourages autonomy within clear parameters
Regularly prioritises team and individual activities
Leading and inspiring
Leads by example, putting desired behaviours into practice
Consistently articulates a clear and passionate vision for the
project
Is committed to team and individual development
Staying focused on the
future
Continual reinforcement of the goal
Recognition of achievements on the way demonstrating how
they contribute to the goal
35. Continuous improvement and
change management
35
An effective programme of change requires the following attributes…
Absolute clarity of
purpose
Widely understood
& compelling need
Clear
foundations for
success &
engaging to
deliver
Reinforcement of the
future
Bold, committed
leadership
Support to deliver
Principles to drive
sustainable
change
Measurable outcomes, aligned with strategic imperatives,
cascaded responsibility
Power aligned with delivery
responsibility; efficient governance;
effective co-ordination; no competing
agenda; resourced to deliver (people
and tools)
People understand exactly why the
change is required and what the
organisation will achieve by changing
at both the corporate and individual
level
Readiness to take tough decisions
and do what it takes to realise
benefits; visible investment in the
change, supported by leadership,
alignment, tenacity
Understanding the history of
change; developing the behaviours
to succeed; people are actively
engaged, compelled by, and
involved in making the change
happen
Locking delivery in to the organisation and rewarding it, managing
resistance, building capable managers and sustainable processes
36. Stakeholder mapping
36
The identified stakeholders are represented on the matrix below. Their position indicates their perceived level of impact
and influence. The level of engagement and communication needed with each stakeholder group is dependant on their
position within the matrix, and is shown below:
STAKEHOLDERPOWER
STAKEHOLDER INTEREST
LOWHIGH
LOW HIGH
INFORM BUT INVOLVE MINIMALLY INFORM EXTENSIVELY & INVOLVE AS
REQUIRED
INFORM & INVOLVE EXTENSIVELYINFORM MINIMALLY AND MONITOR
The changes will not succeed without
these groups being supportive and
helping to drive the initiatives. They
will have lots of other priorities, do not
exhaust their interest.
These groups are not critical to success.
However, it is important to watch for any
issues which could raise their interest or
power in relation to the success of the
changes.
These groups will deliver the majority of
the change. Keep them informed and
involved. Do not neglect them in favour
of other groups.
These groups need to be given enough
information to be satisfied with your work.
But, do not overload them as they may
become disinterested and negatively
impact the changes.
37. Stakeholder analysis
37
Prioritise your stakeholders
High power, interested people: these are the people you
must fully engage and make the greatest efforts to satisfy.
High power, less interested people: put enough work in with
these people to keep them satisfied, but not so much that they
become bored with your message.
Low power, interested people: keep these people adequately
informed, and talk to them to ensure that no major issues are
arising. These people can often be very helpful with the detail
of your project.
Low power, less interested people: again, monitor these
people, but do not bore them with excessive communication.
40. Effective communication
40
Routine Complex
Overly rich communication
causes confusion Rich communication
for complex changes
Routine communication
for routine change
EFFECTIVE
COMMUNICATION
CHANGES
Face-to-face
Interactive
E-mail, FAQs
General bulletins
TYPEOFMEDIA
Too little information and
sensitivity leads to
mistrust and lack of
commitment
41. Communications planning template
41
Template: Communication Plan
Phase Timing Audience Message
Communication
Vehicle
Communication
Type
Content
Owner
Content
Approver
Delivery
Owner
Status
42. Review scheduling of change: Template
42
Oct-Dec 16Jul-Sept 16Apr-Jun 16Jan-Mar 16Oct-Dec 15Jul-Sep 15
Our project
Other project
Business as usual
Staff impact
L
M
H
External events
Change Programme
45. 2.5% 13.5% 34% 34% 16%
% adopting the idea
time
to adopt
(Rogers 2003)
‘Innovators’
‘Early adopters’
‘Early majority’
‘Late majority’
‘Laggards’
How ideas and practices spread
45
46. Support
Function
SOLUTION
Change can often stall or fail when it is delivered from the side
Organisation/ Business Unit/ Function
The Change
Change needs permission from the top and advocates at the bottom
Delivering change
46
47. Key change activities and tools
47
The 4 areas of focus, and 3 stages, provide a useful template for assessing which
activities we need to consider….
Areas of focus
A) Leading and directing
change
B) Building and
sustaining capability
C) Comms and
engagement
D) Delivering change and
enabling benefits
Stages of
Work
1)
Prepare
for the
change
A1.1 - Assess clinical and
managerial leadership
capacity
B1.1 - Capability needs
analysis
C1.1 - Communications
planning
C1.2 - Stakeholder mapping
C1.3 – Communications
delivery (prepare)
D1.1 - Review scheduling of change
D1.2 - Assess readiness for change
D1.3 - Develop workforce transition
plan
2) Make
the
change
A2.1 - Visible clinical and
managerial leadership for the
change
B2.1 - Deliver training/
coaching/ development
activities
C2.1 - Stakeholder reviews
C2.2 – Communications
delivery (make)
D2.1 – Implement workforce
transition plan
3)
Sustain
the
change
A3.1 - Ongoing leadership
reinforcement
B3.1 - Embed learning
activities into business as
usual
C3.1 – Lessons learnt
sessions
C3.2 – Communications
delivery (sustain) Case
studies/ good news stories
D3.1 – Embed changes into existing
performance management systems
(formal and informal)
48.
49. Write Down
3 things you have learnt today
2 things you are not sure about
1 way you can link what you have done today to your work place
49
50. Wrap Up
Please rate the following aspects of the course
excellent good not good poor
1. Organisation & domestics
2. Content
3. Notes
4. Presentation
5. Overall enjoyment
Any other comments
Course Date Name
