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Wcm Cm Lecture 4 2004

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Change Management Lecture 4
Objectives ,[object Object]
Introduction ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Change Process ,[object Object],[object Object]
The Strategic Change Process Internal & / or External drivers for change Creating & Defining Vision Mission Values / culture Change Management Plan Implementing the changes Managing the changes Change initiatives Alignment Attunement Critical Mass More change Market industry analysis Customer analysis Stakeholder analysis Organisational analysis Learning Review Cycle Experience Review Develop Integrate Organisational and management capability and capacity building
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Other Important Aspects of the Change Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Restructuring ,[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Reasons for Restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Restructuring Process ,[object Object],[object Object]
The Machine Metaphor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object]
Beckhard and Harris’ Formula ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
Strategic Review and Reasons for Change ,[object Object],[object Object],[object Object],[object Object]
Critical Success Factors ,[object Object],[object Object],[object Object]
Generic Approach to Restructuring Strategic Review Reason for change Critical Success factors Design Options Risk Assessment Learning from previous projects Project plan Project implementation Continuous monitoring feedback and adjustment Review
Critical Success Factors for a Local Authority ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Design Options ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object]
Risk Assessment ,[object Object]
Risks of New Structure ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Risks Inherent in Managing Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning from Previous Change Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Planning and Project Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object],[object Object],[object Object],[object Object]
Mergers and Acquisitions ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Five Waves of Merger and Acquisition Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Synergy ,[object Object],[object Object],[object Object]
Lessons ,[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
Set rules for Mergers and Acquisitions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Wcm Cm Lecture 4 2004

  • 2.
  • 3.
  • 4.
  • 5.
  • 6. The Strategic Change Process Internal & / or External drivers for change Creating & Defining Vision Mission Values / culture Change Management Plan Implementing the changes Managing the changes Change initiatives Alignment Attunement Critical Mass More change Market industry analysis Customer analysis Stakeholder analysis Organisational analysis Learning Review Cycle Experience Review Develop Integrate Organisational and management capability and capacity building
  • 7.
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  • 24.
  • 25.
  • 26.
  • 27. Generic Approach to Restructuring Strategic Review Reason for change Critical Success factors Design Options Risk Assessment Learning from previous projects Project plan Project implementation Continuous monitoring feedback and adjustment Review
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
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  • 50.
  • 51.
  • 52.
  • 53.