PREMIUM POWERPOINT SLIDES
Management

CHANGE
MANAGEMENTPOWERPOINT TEMPLATE

The only thing that is
constant is Change .
Heraklit of Ephesus (about. 540 - 480 BC.)

BASICS / DEFINITIONS

Change management is the conception, planning, organization,
implementation, control and stabilization of the change processes of a
company, with the aim to maximize the effectiveness and efficiency of the
change process and to reach the widest possible acceptance of managers
and employees.
CHANGE MANAGEMENT
Definition

CHANGE MANAGEMENT
General triggers
Changeisa
process Value
systems
Resistance&
comfort
Senderand
receiver
Thecorrect
answerisnot
enough
Principle
of change
Routine
Authority&
change

CHANGE CONCEPTS

CHANGE MANAGEMENT
Phases
Analysis Performance reviewPlanning Implementation
 Thorough analysis
of the situation
 Short description
of the analysis
 Determination of
the objectives
 Selection of a
suitable concept of
change
 Practicing new
behaviors
 Integration and
motivation of
employees
 Target-actual
comparison
 Possible further
adjustments

CHANGE MANAGEMENT
Phase model according to John Kotter
Engaging & enabling
the organization
COMMUNI-
CATING THE
VISION FOR
BUY-IN
EMPOWERING
BROAD-BASED
ACTION
GENERATING
SHORT-TERM
WINS
Step 4 to 6
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5
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INSTRUMENTS

CHANGE MANAGEMENT – ANALYSIS
Management Audit
 Strategy is
determined
 Acceptance issue
is resolved
 Requirement profile
needs to be created
 Key capabilities
included
 Knowledge Test
 Audit conversation
 External assessment
 Self-assessment
 All participants
will compare their
results from
 Creation of an
individual profile
 The detected
potential of the
employees serves as
the basis to enforce
the strategy
 Management Audits are general examination
procedures to evaluate processes for the performance, whereby mainly
the practical knowledge of the company is systematized.
AUDIT
 Identification of potential employees
 Increasing the motivation of employees
 Transparency for future tasks
BENEFIT

CHANGE MANAGEMENT – INSTRUMENTS
Roadmapping
2020
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2021
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2022
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CHANGE MANAGEMENT
Motivational tools
PROMOTEAGREEMENT
Offsetting transactions
Rapid success
Successful role models Intrinsic incentive
potential
Participation Awards
Severance
Preservation of the
tried and tested
Communication
Qualification
Top-down
impulses
AVOIDREJECTION

PLANNING/ IMPLEMITION

CHANGE MANAGEMENT – KEY FACTORS
For a successful procedure
AWAKEN ENERGY & CREATE TRUST
 Onboard the employees
 Raise awareness for the issues
 Consideration of the factors and conditions in the
external environment of the company
 Review communication regularly
 Develop early warning system
 Organize workshops
 ensure internal networking through
communication
 Communication is a key managerial function
 Customers and the market have the highest
priority
 Align strategy, objectives and measures
 Employees and shareholders have a
lower priority
ALIGN BUSINESS TO ENVIRONMENTCOMMUNICATION
ORGANIZE FROM OUTSIDE TO INSIDE THINKING IN PROCESSES AND STRUCTURES
 Dynamic thought & action approach
 Acceptance of the unpredictable
ENSURE LEARNING

 Overshadowed
by everyday
work and
responsibilities
Limitedtime,
resourcesand
budget
CHANGE MANAGEMENT
Obstacles
 Fear of the
unknown
Resistanceof
employees  Because of loss of
power and / or
limited project
involvement
Resistanceof
middlemanagement
levels  No visible and
active support
Inadequate
leader

CHANGE MANAGEMENT
Use of a change agent
 Shows the need for changes
 Selection of the instruments to support decisions
 Support and consults in communication and information
throughout the process
 Reduction and prevention of conflict and opposition
 Ensuring transparency during the change process
 Keeps neutrality
 Monitor the rate of change
 Strengthen the solidarity
 Manage the criticism and reflecting the sequence of
events
TASKS OF THE CHANGE AGENTS DURING THE PROCESS

WORK SHEETS

CHANGE MANAGEMENT
Checklist – Responsibilities
PROJECT NAME Date
PROJECT LEADER Project leader
LAST UPDATED (EMPLOYEE) 15.10.2015 (Jan Smith)
RESPONSIBILITIES
TOPIC STATUS REMARKS
Does the project manager obtain the overall responsibility for the
project? OPEN
Does the project manager regularly communicate with stakeholders? COMPLETE
Is there a change manager who plans the changes and monitors the
effectiveness? COMPLETE
Do the executives realize that they need to take a positive role within
the company? NOTRELEVANT
Placeholder Placeholder

CHANGE MANAGEMENT
Excellence in Change-Matrix (EiC-Matrix)
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10
10
25
40
25 40
Skilldeficits Excellence
inChange
Reformation
pile-up Willbarriers
ADAPTABILITY
WILLINGNESSTOADAPT
+

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