HOW CULTURE &VALUES MANAGING CHANGE

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1 HOW CULTURE &VALUES IMPACT MANAGING CHANGE March 2018 Khaled Al-Mobarak, President Mawj Training & Consulting

2 AGENDA Change takes time Change Is a Process Change is not Easy Change is a continues Culture & Values Change & Resistance Change and the Millennials Change Management Employee Engagement

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5 CHANGE TAKES TIME Work Hard, be patient and you will see results

6 CHANGE IS A PROCESS Where You Are Today Current State Transition State Future State

7 CULTURE &VALUES Culture is the collection of business practices, processes, and interactions that make up the work environment. Values guide decision-making and a sense of what s important and what s right. Company s values are its bedrock, the company s culture is the shifting landscape on top of it. Culture is the current embodiment of the values as the needs of the business dictate. Landscapes change over time sometimes temporarily due to a change in seasons, sometimes permanently due to a storm or a landslide, sometimes even due to human events like commercial development or at the hand of a good gardener.

8 THE NEW VALUES 1. Truthful 2. Reliability 3. Loyalty 4. Commitment 5. Honesty 6. Efficiency 7. Creativity 8. Engage 9. Motivation 10.Positivity

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10 CHANGE IS NOT EASY 70% of all change initiatives fail. A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. No Desire to change: even when it's literally a matter of life or death.

11 CHANGE OR FAIL

12 CHANGE IN ADVERTISEMENTS Change in the Air (Royal Jordanian Airlines) Drive Change (Audi) Change we need (Obama) We can Change (Al-Najrani Company)

13 CHANGE OR DIE

14 CHANGE IS A CONTINUES If you do not ride the wave of change you will find yourself beneath it.

15 NOT ALL CHANGES ARE THE SAME. And so Change Management

16 RESISTANCE WILL ALWAYS BE THERE Resistance is the Norm

17 COMMUNICATIONS IS A KEY

18 SPONSORSHIP IS A MUST

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20 CONNECTING CHANGE MANAGEMENT TO BUSINESS RESULTS Project Name Purpose Particulars People What is the project Why we are changing What we are changing Who will be changing Prosci All Rights Reserved. Used with permission.

21 Percent of respondents that met or exceeded project objectives DATA SUPPORTS THE CONNECTION 100% Correlation of change management effectiveness to meeting project objectives 90% 96% 80% 70% 77% 60% 50% 40% 46% 30% 20% 10% 16% 0% Poor (n=244) Fair (n=653) Good (n=834) Excellent (n=165) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition.

22 Performance PERFORMANCE VS. TIME With change management Time

23 THE HUMAN FACTORS THAT IMPACT PROJECT ROI Speed of adoption How quickly are people up and running on the new systems/processes/job roles? Ultimate utilization Of the total population, how many are using the new solutions? Proficiency Are individuals realizing the benefits of the government services as expected? Prosci All Rights Reserved. Used with permission.

24 Prosci PCT Model Establishing a framework for successful projects Prosci PCT is trademark of Prosci. All Rights Reserved. Used with permission.

25 Prosci by the Numbers 20 Years of Research 10 Longitudinal Studies 6,000+ Research Participants 80% 45, ,000+ Fortune 100 Companies Certified Practitioners Community Members

26 THE FIVE BUILDING BLOCKS FOR SUCCESSFUL CHANGE Prosci ADKAR Model Awareness Desire Knowledge Ability Reinforcement Individual Change Management ADKAR and ADKAR terms are registered trademarks of Prosci. All Rights Reserved. Used with permission.

27 Prosci Organizational Change Management Methodology Preparing for Change Communications Sponsor roadmap Prosci Change Management Process Managing Change Coaching Resistance management Training Preparing for Change, Managing Change, Reinforcing Change are trademarks of Prosci. Reinforcing Change Prosci Used with Permission.

28 HOW CAN WE ACHIEVE EMPLOYEES ENGAGEMENT THROUGH EFFECTIVE CHANGE MANAGEMENT? Organizational Change Management Plans Communications Individual Change Management Outcome (ADKAR ) Awareness Employees Engagement Program Sponsor roadmap Coaching Desire Knowledge Successful Employees Engagement Program Resistance management Ability Training Reinforcement

29 HOW CAN WE ACHIEVE EMPLOYEES ENGAGEMENT THROUGH EFFECTIVE CHANGE MANAGEMENT? Change Management Activities Communications Prosci ADKAR Model Outcome Awareness Sponsor roadmap Desire Coaching Knowledge Resistance management Ability Training Reinforcement

30 WHY CHANGE MANAGEMENT? Increase probability of Project success Manage People Resistance to change Build Change Management competency Prosci All Rights Reserved. Used with permission.

31 HOW WILL MILLENNIALS TRANSFORM CHANGE MANAGEMENT Millennials or so called "Generation Y" are born between early 1980s to early 2000s They floods the workplace and rises into management roles Millennials will demand a shift away from command and control reporting lines to more cooperative-based leadership models that provide greater autonomy and freedom of choice in how work is. The pyramid management structure will go a way Millennials receive and access information on mobile devices more than any other medium Millennial s thirst to be challenged, means they welcome change. Millennials thrive on fresh goals and challenges to keep them motivated: new products, new campaigns, or a new organizational chart Increase turnover of young employees

32 EMPLOYEES ENGAGEMENT What is Employees Engagement? Employees engagement is a workplace approach designed to ensure that employees are committed to their organization's goals and values, motivated to contribute to organizational success Improved performance and productivity is accomplished by full Employees engagement.

33 EMPLOYEE ENGAGEMENT Engagement is about creating an environment where employees are motivated to want to connect with their work and really care about doing a good A positive attitude held by the employees towards the organization and its values. Employees Engagement is measurable; it can be correlated with performance; and it varies from poor to great.

34 HOW TO ENGAGE YOUR EMPLOYEES THROUGH CHANGE MANAGEMENT Change Management Activities are: Communications Sponsorship Training Resistance Management Reinforcement

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36 THANK YOU On behalf of Mawj Training & Consulting (Authorized provider of Prosci s change management training in the GCC) Questions? For more information: Mawj Training & Consulting khaled@mawj-it.com phone: Website: