Change Management. Agenda

Transcription

1 Change Management Michael A. Fors, Ph.D. 1 Agenda Exercise: Your Change Management Experience What it is Why important The Organization: Change Management Steps The People: Transition Management Phases Examples Exercise: Where will you apply this? 2

2 Exercise: Your Experience of Change Gone Bad Think of a change you have experienced that did not go well What were the factors that made it so? What do you think was lacking? 3 What it is - Definition Change: To make the form, nature, content, future course, etc., of something different from what it is or from what it would be if left alone 2 Levels: 1. Strategic/Organization Change Management 2. People Transition 4

3 Why it is Important Change Will Impact Your Org & You Vision multi-year to achieve Strategy Indicators Leadership Culture Org Structure Operations Workflows Technology & Resources Teams & Projects Individuals 5 Change Management 1. Sense of urgency Examining the market and competitive realities Identifying and discussing real or potential crises, or major opportunities 2. Guiding Coalition Forming group with power to lead the change Getting the group to work as a team 3. Vision & Strategy Creating a vision for the change Strategies to achieve the vision 4. Communicating Change Vision Use every vehicle to constantly communicate vision & strategies Guiding coalition role model behaviors 6 (Kotter, 2008)

4 Change Management 5. Empowering Broad- Based Action Getting rid of obstacles Changing systems or structures Encouraging risk taking and creative actions 6. Short-Term Wins Plan for visible quick wins Create the wins Visibly recognize and reward those who make wins Consolidating Gains & Making More Change Anchoring New Approaches in the Culture Use credibility to change systems, structures, & policies to meet change vision Hire, promote, develop those who can drive vision Reinvigorate process with projects & change agents Better performance through customer and productivity processes; better leaders & managers Making connections between behaviors and success Leadership development and succession 7 8 Stages of Change Kotter Stage Fors What Needs to Happen 1 Establish a Sense of Urgency Reasons for change Data Why/Justification Define what exactly must change 2 Create a Guiding Coalition Leader alignment Cross-group representative team 3 Develop a Change Vision & Strategy Plan to impact current vision, strategy, indicators leaders, culture, structure, workflows, resources, teams, individuals Plan for how it will be done well - metrics 4 Communicate the Change Vision 1. Communicate the future 2. Repeat step 1 Staff Meetings, Forums, townhalls, 1:1s, Update meetings, etc., etc., etc 5 Empower Broad Based Action Transition management of teams, people & roles Involve and prepare stakeholders, partners, customers, teams, change task forces, individuals 6 Generate Short Term Wins Pilot projects to test new strategy & programs Communicate results & what learned 7 Consolidate Gains/Produce More Change Integrate as a way of life in top to bottom org 8 Anchor New Approaches in Culture Tie to performance management Speak about new change as a part of the culture 8 Discuss it in relation to overall org performance

5 Data Questions involving transition have been a concern in internal health surveys of many organizations Example of survey question scoring low: I am made aware of important deliverables early enough to include work/life balance in my planning Areas where help could be provided: Knowing what is changing and why How to work through a transition & continue to be productive Balancing work/life during transition 9 When Transition Hits Questions are Natural & Inevitable Why are we doing this? What exactly will be different? What is the impact to me (do I still have a job)? When does this take place? How does it impact others on my team? How will this change be implemented? Other questions? 10

6 Transition Management 1. Old Way of Being 6. New Way of Being 2. Change Announced 5. New Beginnings 3. Ambiguity Source: Managing Transitions, by William Bridges 4. Neutral Zone 11 Stages of Transition 1. Old Way of Being Comfortable; secure; it s the way we ve done it; we know how to make it work 2. Change Announcement Was I involved in the decision?; What brought this on?; Why?; Denial; territoriality 3. Ambiguity Role confusion; questions about impact; difficulty in planning 4. Neutral Zone Ambivalence; Not sure if this is good or bad; there may be opportunities here 5. New Beginnings Better clarity of role and deliverables; ending the old; starting the new 6. New Way of Being Team is moving in the same direction with clarity of goal, role, and deliverables 12

7 What Can Be Done? 1. Old Way of Being Be Nimble 2. Change Announced Ask Questions 6. New Way of Being Make seamless Execution excellence 5. New Beginnings Reinforce new direction Bury old ways & give birth to new ways Focus energy/creativity 3. Ambiguity/Loss Strive to see new direction & why it is best Define your deliverables 4. Neutral Zone 13 Work through it Get clarity of work in team Recommendations Managers State why the change is happening (provide context) Paint a clear picture of the new end state you want to achieve Enroll people (a sense of ownership; enlist their creativity) Define new deliverables with individual roles Help them understand how their role interacts with other team members Employees Ask what is changing and why understand the big picture and the impact to your org, your team and your work Ask questions about new vision to gain clarity of the end state With your Manager: Define new deliverables With your Team: Understand impact, define new team level and individual roles/deliverables Look for opportunities to create quick wins toward the new vision & learn 14

8 Example - Strategic Change CEO Chief Software Architect leaving team to fold into a division Will not be replaced Will transition to work in Entertainment for awhile prior to retiring Who will lead our strategy? How will this work? Will I Have a Job? Who will lead the cloud strategy since it is yet to be implemented? Don t we need a software architect, we always had one Our founder was software architect and set strategy are we rudderless now? Who will make decisions about strategy? How will his division fold into another? How will that impact the strategy and targets for that division? Will I still have a job if they join? What will he do in entertainment? How does that impact the current plans in entertainment? Will everything change there? 15 Reorganizing Intel U. Landscape Analysis (what is working & not working based upon data) Stakeholder and Customer Analysis (CEO, Exec Staff, etc.) 3 problems: No global platform to consult or train anywhere, anytime seamlessly Lack of consistent and close connection to customer Inconsistent ability to provide consulting around the world 75 global people joining a 200 person organization 7000 courses in system courses per year Each Intel employee takes ~8 courses per year Intel U. leadership team assessed 5 layers of employees Skill set Career development desires Helped through the transition to new roles What giving up, ambiguity, early wins 16

9 Exercise: Where You Can Best Apply This Think of a change in which you will be involved in the future How will you apply this information? Which aspects will be particularly helpful? 17