Manage that Change Before it Manages You STXHRS 2015 ALAN DEREK UTLEY

Transcription

1 Manage that Change Before it Manages You STXHRS 2015 ALAN DEREK UTLEY

2 2? WILL YOUR ORGANIZATION SURVIVE ITS NEXT CHANGE?

3 3? WILL YOUR NEXT CHANGE SURVIVE ITS ORGANIZATION?

4 Session Objectives 4 1 Pinpoint the common changes happening in today s organizations 2 Recognize barriers to effective implementation 3 Describe the positive consequences of wellmanaged change 4 Select change management tools and strategies that work

5 5 Audience Poll

6 6 True False Most Organizational Changes Fail

7 Implementing the Wrong Change 7 Poorly Implementing the Right Change When Organizational Changes Fail, it is Due To

8 8 True False When People Resist Change it is Because They Don t Agree with the Change

9 9 Do Evil Do Good Most Organizational Changes are the Result of a Leader s Desire to

10 10

11 11 1/3 LEADERS IN 166 US AND EUROPEAN COMPANIES MAKING MAJOR CHANGES WHO REPORTED IN MOST TYPES OF THEIR CHANGES The Leadership Experience; Richard L. Daft

12 12 90% STRATEGIES THAT FAIL TO ACHIEVE The Leadership Experience; Richard L. Daft

13 13 70% ORGANIZATIONAL CHANGE INITIATIVES THAT The Leadership Experience; Richard L. Daft

14 14 50% CHANGE INITIATIVES THAT CRUMBLE DUE TO LACK OF The Leadership Experience; Richard L. Daft

15 Change Forces 15 Technological Advances Social media & the Information Revolution Economic Turbulence Increasing Regulation Globalization E-business & Mobile Commerce Shifting social attitudes Changing market forces The Leadership Experience; Richard L. Daft

16 Session Objectives 16 1 Pinpoint the common changes happening in today s organizations 2 Recognize barriers to effective implementation 3 Describe the positive consequences of wellmanaged change 4 Select change management tools and strategies that work

17 Common Changes 17 Strategy Structure Process People Reward Culture Adapted from Jay Galbraith s Star Model

18 18 WHY WON T THESE CHANGES

19 Session Objectives 19 1 Pinpoint the common changes happening in today s organizations 2 Recognize barriers to effective implementation 3 Describe the positive consequences of wellmanaged change 4 Select change management tools and strategies that work

20 Barriers to Change Implementation 20

21 Resistance to Change 21 WHEN THE EMPLOYEE S RELATIONSHIP WITH THE ORGANIZATION SEEMS OUT OF BALANCE

22 Barriers to Change Implementation 22 Lack of a clear vision or leadership support No communication or training Missing follow-through Too much / Bad timing Old habits simply die hard

23 Session Objectives 23 1 Pinpoint the common changes happening in today s organizations 2 Recognize barriers to effective implementation 3 Describe the positive consequences of wellmanaged change 4 Select change management tools and strategies that work

24 Positive Results from Well-Managed Change 24 Retain top talent Success in the marketplace Positive & productive work environment Growth

25 Session Objectives 25 1 Pinpoint the common changes happening in today s organizations 2 Recognize barriers to effective implementation 3 Describe the positive consequences of wellmanaged change 4 Select change management tools and strategies that work

26 What We Know About Change 26 Change Its causes are It is It crumbles from lack of Success is

27 27 MAKING CHANGE STICK

28 28 it

29 it: Make it of your company, not 29 Remove Adapted from John P. Kotter

30 30 it

31 it: Make it for your employees 31 with them Offer a Make Use Check in The Leadership Experience; Richard L. Daft

32 32 it

33 it: Be an of Change 33 Identify as a Demonstrate Believe others can assume responsibility Promote Learn from Manage complexity, uncertainty, and Describe the future in vivid terms The Leadership Experience; Richard L. Daft

34 Putting it All Together 34 What will you try? How and when?

35 35? WILL YOUR NEXT CHANGE SURVIVE ITS ORGANIZATION?

36 36 Change is Good, Not Evil