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Change management. Skills.

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Change management. Skills.

  1. 1. Skills and knowledge needed for managing change TEAM 8 presentation People Organization and Technology, DM918 University of Strathclyde Radoslava Tosheva Darpan Sampat Ahmad Mughi Carles Debart Patrick O`Connel Aytug Suvari
  2. 2. MENU OF THE DAY 1 542 3 Change manager competencies By Ahmad Mughni Kotter’s framework and skills By Carles Debart Case study 2: IBM By Darpan Sampat Case study 1: Siemens By Radoslava Tosheva Class activity By Patrick O`Connell
  3. 3. CHANGE?
  4. 4. CHANGE?
  5. 5. WHICH MANAGER MAY LEAD THE CHANGE? 1 2 3 Program manager Project manager Change manager It depends on: The degree of behavioural change required in the organization (how deep is the change) The supportive culture and/or leadership (how is the organization prepared for change)
  6. 6. 11 Leadership WHAT SIMILAR COMPETENCIES HAVE PM and CM? 22 33 44 55 66 77 88 Team development and selection Stakeholder management Communication Cultural consideration & Cross cultural skills Decision making Planning: cost, time, risk, quality, scope Project management skills
  7. 7. WHAT DIFFERENT ACTIVITIES ARE THEY SPECIALIZED IN? 2. Project definition 3. Team development 4. System assessment 5. Issues resolution 7. Strategic decisions 8. Preparation of work environ. 9. Project closing 6. Vendor management PROJECT MANAGER 1. Managing resources 2. Changing organiz. culture 3. Preparation of users 4. Organizational structure 5. Political diffusion 7. Selling the change 8. Involvement in process analysis work 9. Training and education to affected staff 6. Impact analysis CHANGE MANAGER 1. Changing behavior VS
  8. 8. CHANGE MANAGEMENT plus PROJECT MANAGEMENT PROJECT MANAGEMENT with Some change management skills PROJECT MANAGEMENT with strong change management skills or PROJECT MANAGEMENT plus CHANGE MANAGEMENT DEGREE OF BEHAVIOURAL CHANGE REQUIERED SUPPORTIVECULTUREANDLEADERSHIP DEGREE OF CHANGE AND TYPE OF MANAGEMENT REQUIRED Depending on the degree of change more than one manager could be necessary PROJECT MANAGEMENT with strong change management skills or PROJECT MANAGEMENT plus CHANGE MANAGEMENT WEAK STRONG
  9. 9. 1 2 3 4 FACILITATING CHANGE • Knowledge on principles of change • Knowledge on organization environment • Focuses on Business • Assessing readiness of employees • Culture awareness KEY COMPETENCIES AND SKILLS FOR MANAGERS TO IMPLEMENT CHANGE I STRATEGIC THINKING • Communicates and develops a clear vision • Monitors organizational readiness • Strategic view • Sustainable outcome, allowing future changes • Analytical thinking • Holistic perspective • Decision Making • Customer & stakeholder focus • Professional presence • Use of networks • Interpersonal style THINKING & JUDGEMENT INFLUENCING OTHERS
  10. 10. 5 6 7 8 COACHING FOR CHANGE • Knows about adult learning principles • Analyses the needs • Increases the organizational capability • Acts as a role model • Trains not only for change but for stabilization of change PROJECT MANAGEMENT • Develops an integrated plans • Monitors and manages the progress • Manages cost, risk and opportunity • Reviews the project outcome • Builds relationship • Demonstrates empathy • Expresses ideas effectively • Structures correctly written communication • Measures effectiveness of communication • Personal responsibility • Prioritizes • Manages time • Is resilient • Is flexible • Has emotional intelligence skills COMMUNICATION SKILLS SELF MANAGEMENT KEY COMPETENCIES AND SKILLS FOR MANAGERS TO IMPLEMENT CHANGE II
  11. 11. 9 10 11 FACILITATION IN MEETINGS • Designs activities • Creates a participatory environment • Structures meetings and workshops • Takes responsibility • Employs facilitation tools for planning, monitoring and solving issues PROFESSIONAL DEVELOPMENT • Continuously seeks for new updates in the CM science • Integrates new skills • Promotes the change management science • Identifies the needs on change • Prepares a training plan • Works close to organization owners for the delivery of solution • Evaluates the effectiveness of the change SPECIALIST EXPERTISE KEY COMPETENCIES AND SKILLS TO MANAGERS TO TO IMPLEMENT CHANGE III
  12. 12. DEVELOPING SKILLS FOR CHANGE. KOTTER’S FRAMEWORK ANALYSIS WHAT COMPETENCIES ARE NECESSARY FOR EACH STEP?
  13. 13. WHAT COMPETENCIES ARE NEEDED FOR EACH STEP? 1 4 5 7 1 3 4 5 6 7 11 1 2 4 7 4 7 8 2 3 6 6 7 1 6 1 9 10
  14. 14. THE CEO OF SIEMENS ON USING A SCANDAL TO DRIVE CHANGE PETER LOSCHER “But as I always remind anybody who is listening, never miss the opportunities that come from a good crisis – and we certainly didn`t miss ours.” THE DAILY NEWS www.dailynews.com THE WORLD’S FAVOURITE NEWSPAPER - Since 1879 CASE STUDY : SIEMENS STORY
  15. 15. CASE STUDY : SIEMENS STORY How can you continually adapt to the changing world we are in right now? HOW HE DID IT … 3 5 Streamline and simplify their global operating units 1 Getting to know the company and change how it was organized 2 Fundamentally changed the managing board and how do they made decisions 4 Managing board was a good mix of experienced people who came below in the organizations. 7 Remove two-layer system in operations 6 Group country operations into fewer clusters. One person who is accountable for global performance Replaced: 80% of the top level of executives70% of the next level down 40% of the levelbelow that
  16. 16. CASE STUDY : SIEMENS STORY How can you adapt continually to the changing world we are in right now? HOW HE DID IT … 8 One person is accountable for global performance 9 Quarterly based meetings were created 10 An environmental portfolio was introduced 11 Significant increase in R&D spending 12 Customer driven culture 13 Diversity
  17. 17. CLASS ACTIVITY: Ready to change?
  18. 18. THANK YOU! - Any questions? - END OF THE SESSION

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