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Change Management - Leading Organizational Change

  1. WHY WHAT HOW The of Change Management FMMUG 2013 San Diego John Gould JFC & Associates
  2. ‘Would you tell me please which way I ought to go from here… Change demands a solid plan with clear direction…or you’ll end up like Alice… ‘That depends a great deal on where you want to go,’ said the cat. ‘I don’t much care where,’ said Alice. ‘Then it doesn’t much matter which way you go,’ said the cat.
  3. WHY WHAT HOW The of Change Management The Purpose
  6. DO YOU HAVE A Purpose serves to change the state of conditions in a given environment, usually to one with a perceived better set of conditions or parameters from the previous state. PURPOSE?
  7. Put in the center PURPOSE
  8. Vision and missions without purpose have little chance to make change that sticks!
  9. Golden Circle
  10. WHY WHAT HOW The of Change Management The Methodology
  11. Create PROJECT TEAM
  12. Establish leadership alignment; create the desire and will to change; build project team clarity around objectives, roles, scope and processes. Create PROJECT TEAM
  13. ANALYZE Change Needs
  14. Evaluate the impact of the change on stakeholders; identify existing change processes and communication channels; clarify the business case for change. ANALYZE Change Needs
  15. GAME PLAN Design & Execute
  16. Develop the detailed Change Game Plan; identify resources and assign responsibilities for execution of the plan. Deliver on the Change Game Plan elements. GAME PLAN Design & Execute
  17. MOMENTUM Sustain the
  18. Measure progress and success; share best practices for continuous improvement. MOMENTUM Sustain the
  19. ANALYZE Change Impact
  20. RINSE REPEAT Change needs to be viewed as a cycle, not a finish line to cross
  21. WHY WHAT HOW The of Change Management The Change Levers
  22. 1.0 leadership …its about inspiring
  23. Change leaders provide direction and reinforce the importance of getting the right stakeholders involved at the right time, to ensure both change and communication expertise is there at the start of the change journey. 1.0 leadership
  24. The Law of Innovation of Diffusion
  25. 2.0 involvement …its about engaging
  26. Managers make change real for their people. 2.0 involvement
  27. It’s not just about getting the right people on the bus – its getting them in the right seat. (and sometimes off the bus all together) 2.0 involvement
  28. 3.0 communicating …its about sharing information of change
  29. 3.0 communicating Avoid the Curse of Knowledge
  30. 3.0 communicating
  31. 4.0 learning …its about building skills and competence
  32. When was the last time you… 4.0 learning Held training for staff… Checked status of certifications… Performed skills assessments… Held onsite seminars… Field trips to leading practice organizations…
  33. 5.0 measurement …its about defining, quantifying and monitoring
  34. 4.0 measurement You cannot manage something you cannot control. You cannot control something you cannot measure.
  35. SMARTer Goals S M A R T E R pecific easurable ttainable elavant imely valuate e-evaluate 5.0 measurement
  36. 6.0 reinforcement …its sustainingbehavior change over time
  37. 6.0 reinforcement We are what we repeatedly do, excellence then, is not an act, but a habit.
  38. The most fundamental need of human beings is to be recognized for their accomplishments… 6.0 reinforcement
  39. Questions JFC & Associates Enterprise Asset Management Services

Notas do Editor

  1. Talk about the reasons why people are here – mobility, upgrades, tips/tricks, the way other people are doing things…get audience participation
  2. Vision Statement – The North Star of Change Management
  3. Clear directionExamples of JFK – first man on the moon not NASA interpreting, man moon, first.
  4. Stress the importance of pointing out THE COST OF DOING NOTHING
  5. Talk about the need to produce short term wins for buyin – this is a critical step towards achieving change success
  6. August 28th 1963
  7. The curse of knowledge will cripple the effectiveness of any communication – use the example of the multiple power points based on RCM strategies – one for maintenance techs, one for supervisors and one for key decision makers/funders of iniatives.
  8. Need to remove barriers to change – need to have a formal barrier removal process.