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Unformatted text preview: Change Leadership is an important component of the Enterprise Transformation methodology
Our Change Leadership Model depicts our identification of areas where critical opportunities and challenges arise. We provide guidance and tools for every critical focus area. leaders change teams stakeholders infrastructure Leadership action Leadership alignment Team building Frontline change leadership Stakeholder enrollment capability transfer
new workplace skills new job skills change pathway planning change challenge change capacity assessment
copyright by Deloitte & Touche 996 workforce transition HR process realignment performance management 1 1 Planning the Change Process Low Succeeded Growth Risk-Seeking Incremental Few Resistors Past Change Program Past Types of Change Attitude Toward Change Magnitude of Change Barriers to Change High Failed Downsizing Risk-Averse Radical Many Obstacles What Is Your Organization's Change Profile?
2 Individual Exercise How Do You View Change?
Threat A Loss Change Victim Separate from Change Confused 0 0 0 0 0 2 2 2 2 2 4 4 4 4 4 6 6 6 6 6 8 8 8 8 8 10 10 10 10 10 Opportunity A Gain Change Agent Involved with Change Clear Source: Woodward and Bucholz, Aftershock 3
3 Debrief x How would individuals outside of the enterprise transformation project answer these questions? How would you describe the organization behavior at ABC? Is the ABC organization behavior perceived the same at the various levels within ABC? Executive committee Directors Managers Supervisors Employees What are the implications for managing change? x x x 4
4 Our Objective Is to... Implement and Sustain the Vision
Process People Change
Technology Infrastructure 5
5 Support for a New Idea It will never work Great idea! Go for it! Naysayers 5%-10%
6 Silent Majority 80%-90% Supporters 5%-10% 6 Reactions to Change Disengagement (Withdrawal)
Anything You Say ... Disidentification (Sadness/Worry)
I Used To ... What's Going On Here? Disorientation (Confusion)
It Will Never Work Disenchantment (Anger) 7
7 Reactions to Change
Disidentification (Sadness/Worry) Disorientation (Confusion) Disenchantment (Anger) Disengagement (Withdrawal) Verbal Cues "It's not fair" "It was working fine" Resist new procedures Continue to do the old job "Now what do I do?" "What do I need to learn? Ask questions Cannot prioritize "They'll be sorry" "It will never work" Raise voice Walk out or sabotage "Anything you say" "It won't affect me" Get by Will not question or discuss Observed Behavior Underlying Emotion
8 Feel stranded, like a fish out of water Feel vulnerable Lose sight of where fit in "Catastrophize" Feel self-pity Quit and stay ("Retire in place") 8 Breakout Exercise x Discuss Strategies for Handling Each Reaction What is your objective? What specific steps would you take? What do you risk if you fail? 9
9 Roles in the Change Process Change Sponsor Change Agent Change Advocate Identify Individuals/ Groups Who May Play These Roles Change Target 10
10 Implementing Sustainable Change Change Levers Leadership Communication Buy-In Education/Training Work Force Transition Tangible Results Clear Management Commitment Broadly Communicated Change Imperative, Vision, and Path Forward Committed Individuals Working Together Enhanced Knowledge, Understanding, and Skills Refined Roles, Responsibilities, and Career Options Measured Performance Improvement 11
11 Leadership Strategies Ensure senior management commitment to provide a strong example to organization Understand negative reactions to change are normal and develop strategies to overcome them Identify champions and resistors Leverage champions, enroll resistors Link performance goals to project success 12
12 Principles and Strategies for Effective Communication Understand communications needs differ for each stakeholder group Ensure conflicting messages are not circulating Obtain feedback and change communications as needed over time Use communication to set expectations and manage perceptions Develop a detailed communications plan Who, what, when, where, how, why Continually reinforce the change imperative and vision 13
13 Strategies for Obtaining Buy-In and Commitment to Change Imperative Understand key pressure points Allow people to vent Focus on future, not past Involve people in the process Identify anchors to provide stability Use symbols and ceremonies to launch beginnings Provide job security for the participants in enterprise transfomation effort Provide education and training as necessary to increases confidence and willingness to change 14
14 Principles for Achieving Tangible Results Establish baseline performance measures Determine methods for measuring progress Establish and communicate performance targets for achieving vision goals Measure progress toward goals Communicate progress to allow people gain confidence and enthusiasm Celebrate key milestones 15
15 We understand that the capacity for ongoing change is the most critical competitive advantage. The ultimate goal is capability transfer and culture change Every organization is unique Organizations and people are the fundamental elements of change People are both rational and emotional People respond to change in stages Leaders, teams, individuals and infrastructure are the four primary change levers Organizations change as highly interconnected systems 16
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This note was uploaded on 05/11/2008 for the course NBA 5780 taught by Professor Peck,nathan during the Spring '08 term at Cornell University (Engineering School).
- Spring '08