Change Management. Simpler Europe Practitioners Conference Coventry, November 8th. Jeppesen Management

Transcription

1 Simpler Europe Practitioners Conference Coventry, November 8th

2 Simpler Europe Practitioners Conference Coventry, November 8th

3 Poul Jeppesen Founder & CEO Started with SKF in Denmark in 1982, transitioned to the SKF USA in President and Chief Executive Officer of SKF USA Inc. from Led the SKF North American Transformation Two largest acquisitions in history for the SKF Group. Integrated American, Asian and European companies into the SKF Group. Retired as President & CEO of SKF NAM in Dec 2015 after 34 years with SKF Matrix Organization Technology Platforms 2010 Task: Double The Business Acquisitions Year 2015 SKF Group (NAM) ~$10 BUSD (26%) 48,000 people (6,200) 15,000+ Distributors 2.0+ Million Customers Manufacturing Excellence Business Excellence

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5 Success Rate of Organizational Change??

6 Change involves people Motivated people make change How will it impact us?

7 If appropriate it can be advantageous to use a metaphor to emphasize on and provide clarity on the change and the vision

8 Start with the Leadership Team A Strong and Fully Aligned Leadership TEAM is a pre-requisite. Put on the Gloves, take ownership and Lead by Example ONE voice and Walk the Talk The leadership team consist of individuals who are going through stressful times and needs to be supported too.

9 Reality check Present the reality for the organization in a convincing yet honest need for change Easy to understand roadmap. Empower, Accountability and Consequence Demonstrate that the company has a viable future AND a strong and fully committed leadership TEAM to get there.

10 Why Change?

11 Communication Leaders often make the mistake believing that everyone understands and sees the need for change. Practical yet INSPIRATIONAL message is key Cascade the information at the right time to solicit their input throughout the organization, OVER-COMMUNICATE via voice mails, newsletters, video, training sessions and town hall meetings throughout the transformation

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13 Ownership throughout the Organization New strategy and new targets will impact every single person and layer in the organization. Employee engagement and ownership is vital Empower, Accountability and Consequence. CASCADING LEADERSHIP New leadership candidates will surface during the process... Celebrate the progress

14 The Cultural Landscape The most often cause of failure is not to assess the culture early enough, if at all. The different layers in the organization has differences in culture too Global organization, i.e. Europe, Americas, Asia, Japan/China, etc... Is the organization ready for change? Diagnostics can assess organization and potential problems to surface, identify conflicts, define factors that can recognize and influence sources of leadership and resistance

15 Expect the unexpected No Change Process goes according to the plan People react in different ways, anticipated areas of resistance may not surface, whereas others will --> constantly reassess the impact on the organization Deal with the Nay sayers. Make them leaders or exit

16 Change involves people. Motivated people make change. How will it impact us?

17 Definition of insanity is doing the same thing over and over again and expecting different results! Albert Einstein Definition of insanity is doing the same thing over and over again and expecting different results! Albert Einstein