Today s Presenter 9/30/2014. Today s Focus. Creating Change Management Capability: Experience Success. Mark Hordes, MBA, MS

Transcription

1 Creating Management Capability: Experience Success Presented by Mark Hordes, MBA, MS Copyright 0 Molten Americas Mark Hordes, All Rights Reserved Today s Presenter Mark Hordes, MBA, MS Education: o BS University of Houston o MBA and MS Organizational Behavior, Aurora University o Graduate of the American Graduate School of International Management o Thunderbird Cross-Cultural Management Professional Experience: o Vice President, Organizational Performance Improvement & Management Lead for the Americas, Molten-Group o Global Lead, Mark Hordes Management Consulting, LLC o Associate Partner Management, Big Consulting firm o Vice President, International Consulting and, American Productivity & Quality Center Media: o Co-author: S-Business: Reinventing the Services Organization o Houston Business Journal 0 Award, Who s Who in Energy o Featured in Houston Business Journal, Houston Chronicle, and on radio and television Today s Focus How to Prepare, Manage and Organize How to Measure How to Think About Resistance How to Sustain

2 Tell Us With Which Shape Do You Most Identify? SQUARE A CIRCLE B TRIANGLE C SQUIGGLE D When we change the way we look at things, the things we look at change [Wayne Dyer] Multiple Approaches Required to Successfully Manage Square o Ordered o Logic o Sequence o Procedures o Data o Details o Neatness o All-Sides View o Multiple Layers and Feedback

3 Multiple Approaches Required to Successfully Manage Circle o Concern for Others o Process o COP s o Teams o Harmony o Inclusion o Collaboration o Networks and Multiple Approaches Required to Successfully Manage Triangle o Control Orientation o Tools o Top-Down Sponsors in Charge o Problem-Solving Boundaries o Fast Decisions o Metrics o Actions and Path Forward o Progress and Tracking Multiple Approaches Required to Successfully Manage Squiggle o Creative o Limited Parameters o Many Activities o Adaptive o Flexible o Agile and Innovative o Many Culture Champions

4 Definition of Management The process of aligning the organization s people and culture with changes in the business strategy, organization, and processes or systems. is Transitioning from the current to the future state. Employee Acceptance Steps Control, Predictability, Absorption and Resolve: Rule of. Awareness Encounters change and realizes its imminence Has a high-level awareness of the change content and context. Understanding Grasps the nature of change and how it will impact him/her. Adoption Tests new concepts and change implication Articulates willingness to perform as change requires. Commitment Articulates change as an accepted norm Demonstrates personal ownership and endorsement of change Self-Assessment: Management Practices SUCCESS. My company FACTORSeffectively manages change. TRUE FALSE. Managers serve as effective change role models. TRUE FALSE. communications are clear and consistent. TRUE FALSE. impacts are identified. TRUE FALSE. We successfully measure change. TRUE FALSE. We have a clear business case for change. TRUE FALSE

5 The Roadmap What kinds of changes are occurring in your company today? The A change management process is initiated when the status quo in a company is effected by change in: Strategy (M&A, Increased Customer Satisfaction, Culture Shift Profit Performance Improvement, etc.) Organization (t Start-Ups, Commissioning, Organizational Re-Designs, etc.) Cost (Head count reduction, facilities closings, waste identification, cycle time etc.) Culture (Leadership styles, M&A, safety, and business and customer alignment) Technology (IT Go-Live, SAP, ERP, CRM, PeopleSoft, ITSM/ITIL, e-commerce Social Media, Internet, Mobility, remote access and monitoring) Processes (Safety, Reliability, Asset Utilization, Maintenance) New Products and Services (, Energy Monitoring) Performance Management (Multi-tier 0 feedback, talent management R&R)

6 So, What s the Problem? What is Asked of Them! Respond Fast to different initiatives Everything is a priority Understand new direction Learn new processes Learn new ways of communicating Accept different jobs Learn new tools ABS Keep the business operating and do not disrupt the flow of revenue and profits Accelerate the performance of the company An Effective Program Prepares your Organization The Roadmap Areas Required to Create? Appropriate Resources and Funding Strong % Realistic Expectations Case Compelling Project Management Skills Team Skills Clear Scope History of Successes Integrated Process View Adequate Capabilities 0% 0% 0% 0% 0% 00% Orange indicates the areas of readiness needs most often reported by companies. MHMC client research 0 projects are more likely to fail when the readiness for change is not addressed early in the process.

7 POWER The Roadmap Who has the Power and Interest to Help or Hinder Our Efforts? High Keep Satisfied Key Names & Titles Manage Closely Key Names & Titles Monitor Key Names & Titles Keep Informed Key Names & Titles Low INTEREST High The Roadmap

8 Utilize Multiple Approaches Create Informed Workforce Newsletters, signs, posters, brochures, car bumper stickers Electronic Bulletin Board Displays Printed Documents/Coffee Pot Establish Project Credibility Management Meeting Committee Meeting Integration Meetings Broadcast (cc: messages) Management Meetings Flash/Web/Postings/Video Communication Team Meetings Conferences Develop Commitment Create Workforce Buy-in Provide Forum for Feedback Formal Survey, Focus Groups Messages from the Road Shows Themes Senior Management Dialog Sessions/Focus Meeting Presentations Groups Town Halls and Face-to-Face Meetings Promotions/Incentives Suggestion Box Brown Bag/Lunch Walk Arounds and Lean Meetings Information Hotline The Roadmap : Are We Meeting Our Management Goals and Targets? o Design and utilize change metrics to drive individual and team behavior. o Create a Management balanced scorecard measurement approach to ensure change traction.

9 Scores Scores Performance 0 9 Score Weight Value Limit change metrics to -0 areas Line 0 is the Best Case Target Line is the Baseline Score Line is the Worst Case Index: Performance 0 9 Score Weight Value 0% 0% 0% 0% 0% 0% 0% Limit change metrics to -0 areas Line 0 is the Best Case Target Line is the Baseline Score Line is the Worst Case Index: 0 One Number Can Tell the Story? PLOTTING OF RESULTS 000 TARGET 0 ACTUAL 00 0 TIME 9

10 The Roadmap Successful : Leadership/ o Set realistic expectations. o Deliver quick wins to build positive energy. o Recognize and reward urgency, action, and results. o Institutionalize the new approaches in the culture. o Establish an issues-resolution process. The Roadmap 0

11 Empower the Frontline Through Motivation I want Shift minds and hearts/emotional connection to the journey is key Knowledge to know Teach change management fundamentals Experience-based learning so I can Provide two-way communications, alignment, team building, participation, decision making The Roadmap Management Big Picture Source: Better Business Learning and TBO International

12 Management will have been effective when Leadership sponsorship is visible and leaders are committed and aligned. Staff understand why change is necessary, what is expected of them and how the changes will impact them. Staff are well trained in their work and understand their relevance Coaching across the organization as well as engagement is the norm Staff engagement, communication and consultation is well managed, timely and effective Targeted benefits of the change process are delivered Ensuring business continuity and minimizing disruption, with targeted reinforcement People often think I don t get it. I don t like it I don t like YOU! RESISTANCE o Unnecessary o Fear the change o No input o Surprise o Not confident o Lacks the resources o Loss of control What Will It Take to Gain Support? o Sense of personal gain and benefit o Right thing to do NOW! o Involvement with the change o Respect for the person leading change o Believe it s the right time for the change o Understand what will NOT change

13 People are at the heart of a successful change management effort. I Welcome Your Questions & Comments Let s Talk! Mark Hordes.. mark.hordes@molten-group.com 0 Yoakum Boulevard, Suite 0 Houston, TX 00 Molten MoltenGroup MoltenGoup Connect with Us Save your seat: Shop the store: