How to Get Started in Social Media for Art League City
Change Management Conference
1. Conference Presentation
Steve McGrady, Managing Consultant
Meridian 1- Turning Strategy into Results
Business Process Management for Aerospace and
Defence Manufacturing Conference
Amsterdam
April 28-30 2008
Wednesday, 12 November 2008
2. Effectively Implementing
Change Management into Your
Business Process Strategy
Wednesday, 12 November 2008
3. Business Process Change:
What Really Works?
Learning from Other Industries
Steve McGrady
Managing Consultant Meridian1
www.meridian1.ltd.uk
Wednesday, 12 November 2008
4. My Background
Inside (1988-2002) IT-driven change
Aerospace Process-driven change
IT Strategic Transformation
Government Mergers & Acquisitions
Financial Services
UK
Outside (2002-2007)
North America
Oil
Health Middle East
Nuclear EU, S Africa, SE Asia
Wednesday, 12 November 2008
5. Agenda
Change management and BPM
Lessons learned from other industries
Data from other industries and research
A blueprint for change - what works in practice
Questions
Wednesday, 12 November 2008
6. We trained hard. But it seemed that every time we
were beginning to form into teams, we would be
reorganised. I was to learn later in life that we tend
to meet any new situation by reorganising. And
what a wonderful method it can be for creating the
illusion of progress while producing confusion,
inefficiency, and demoralisation.
Gaius Petronius Arbiter
The Satyricon 1st Century AD
Wednesday, 12 November 2008
7. Change
Management
and BPM
“The main dangers in this life are
the people who want to change
everything - or nothing.”
Nancy Astor
Wednesday, 12 November 2008
9. Where Change Management Fits
Cultural
Barriers
Process
Barriers
Technical
Barriers
“As Is” “To Be”
Change Scope: Personal Group Organization
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10. Changing Change Management
Hard
IQ Manag
ement
Scienc
Processes & e View Change Management
Systems
Theory E Vision
Leadership by Example
Motivation
Duration
Soft Capabilities
o logy View
EQ
ess P sych Top Team Commitment
People B usin Additional Effort
Theory O
Wednesday, 12 November 2008
11. Scope of Change Management
Information &
Technology
Environment
Products
Strategy Management Business Processes People Services
Structure
Adapted from Kettinger and Grover 1995
Wednesday, 12 November 2008
12. What have I learned about change?
Difficult, messy and painful, inevitable
but
Many expect change programmes will fail
Many fear change but some relish it
Future is unknown but it is also predictable
Managers need leaders to make life difficult
Leaders need managers to make life difficult
Empowerment is potent but dangerous
Conversation breaks silos
Followership is now voluntary
Wednesday, 12 November 2008
13. Data from
other
industries
The current reality
Wednesday, 12 November 2008
18. A Blueprint for
Change - What
Works In Practice
“They always say time changes
things, but you actually have to
change them yourself.”
Andy Warhol
Wednesday, 12 November 2008
19. 1 Build a firm foundation for change
Wednesday, 12 November 2008
21. 3 Plan the Change
Choose Your Tools
John Kotter - 8 stage change process
Peter Senge - Fifth Discipline
Commitment to Change Model
Cultural Web
Kubler-Ross Model
Appreciative Enquiry
Wednesday, 12 November 2008
22. 4 Implement and Manage the Change
Adapt yourself
Be clear about:
Teacher - explain and inform* Balancing Ears and Mouth
Doctor - diagnose and prescribe What you say
How you say it
Architect - design and plan
What you do
General - Inspire and direct
How you do it
Hero - empower & liberate Symbols
Stories
*Amernic, J, Craig, R, Tourish, D.; The transformational leader as pedagogue, physician, architect, commander, and saint: Five root metaphors in Jack Welch's letters to stockholders of General ElectricHuman Relations 2007 60: 1839-1872
Wednesday, 12 November 2008
23. 5 Measure and Improve
Six Sigma
Balanced Scorecard
Lean
TQM
Goals and Objectives
Performance Appraisal
Financial Performance
Wednesday, 12 November 2008
24. In conclusion...
Difficult, messy and painful, but inevitable Just get on with it - in a considered way
Many expect change programmes will fail Change management should be systemic
Many fear change but some relish it Identify influencers & listen to objectors
Future is unknown but it is also predictable Use contingency and scenario plans
Managers need leaders to make life difficult Leaders should ask “Why can’t we...”
Leaders need managers to make life difficult Managers should ask “Why should we...”
Empowerment is potent but dangerous Uncontrolled devolution of power=chaos
Conversation breaks silos Encourage conversation & even conflict
Followership is now voluntary Leaders must persuade, inspire and sell
Wednesday, 12 November 2008
25. “The main dangers in this life are the
people who want to change everything
- or nothing.”
Nancy Astor
Comments
Questions
Wednesday, 12 November 2008