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MANAGING TRANSITIONS

By: GERARDO A. PLANA, FPM Executive Director

People Management Association of the Philippines (PMAP)

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“If the rate of change inside the organization is not greater than the rate of change outside, then the end is near.”

Jack Welch

Former CEO General Electric

CHANGE OR DIE!

LESSONS IN MANAGING TRANSITIONS

1. FAILURE TO APPOINT CREDIBLE PEOPLE WHO WILL LEAD THE

CHANGE

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CREDIBILITY IS ABOUT EARNING THE TRUST, RESPECT AND ADMIRATION OF OTHER

PEOPLE

2. FAILURE TO DEVELOP A CHANGE MANAGEMENT PLAN

BASIC FAILURES OF A CHANGE PLAN

1. Who is leading the change?

2. Why do it?

3. What will it look like when we are done?

4. How will it affect people?

5. Who needs to be involved?

6. How will it be measured?

7. How will change be institutionalized?

8. How will we get started?

3. NO CLEAR AND EXCITING VISION

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“VISION IS HAVING AN ACUTE SENSE OF THE POSSIBLE”

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Vision should….

Engage the spirit Tap into embedded concerns and needs Add meaning to life gives everyday

activities a larger sense of purpose.

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““Our products enjoyed in every home every day”Our products enjoyed in every home every day”““Providing news around the clock”Providing news around the clock”

““Bringing air travel to the masses”Bringing air travel to the masses”

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4. FAILURE TO TRANSLATE VISION TO MILESTONE AND METRICS

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Vision: A car in every home”Vision: A car in every home”Milestones/Metrics 2010 – 70% Milestones/Metrics 2010 – 70% 2011 – 85% 2011 – 85% 2012 – 100%2012 – 100%

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5. FAILURE TO CREATE A “SENSE OF URGENCY”

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CREATING SENSE OF URGENCY

HEIGHTENS THE

ENERGY LEVEL OF PEOPLE.

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6. LACK OF INTEGRATION OF CHANGE INITIATIVES

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CHANGE INITIATIVES ALL OVER THE PLACE

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7. FOCUSED ON MANAGING CHANGE AND NEGLECT MANAGING

TRANSITIONS

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CHANGE

External Event

TRANSITION

Internal Individual

Experience

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“While the first task of change Management is to understand the destination and how to get there,

the first task of transition management is to convince

people to leave home”

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“The failure to identify and be ready for

endings and losses that change produces is the largest single

problem that organizations in

transitions encounter.”

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ENDINGS

NEUTRAL ZONE

BEGINNINGS

THE TRANSITION CYCLE

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DENIAL COMMITTMENT

EXPLORATION

RESISTANCE

THE TRANSITION CURVE

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8. FAILURE TO DEAL WITH RESISTANCE APPROPRIATELY

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SIGNS OF RESISTANCE

Anger

Complaints

Withdrawal

Errors

Sabotage

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Comfortable with old ways Feel they will lose out Threatens identity and status Not sure if they can measure up

WHY PEOPLE RESIST CHANGE?

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9. LACK OF INNOVATION

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TYPES OF INNOVATION?

Process Innovation

Product/Service Innovation

Strategy Innovation

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10. FAILURE TO BUILD A STRONG SUPPORT COALITION

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BUILD A NETWORK OF

CHANGE COMPANIONS

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11. FAILURE TO INVOLVE PEOPLE

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INVOLVEMENT= BUY-IN

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12. FAILURE TO INSTITUTIONALIZE THE CHANGE

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CHANGE MANAGEMENT MODEL OF INVESTORS IN PEOPLE STANDARD

RECOGNIZING RECOGNIZING 66

IMPROVINGIMPROVING11

ALIGNING ALIGNING 22

MODELINGMODELING55

EMPOWERINGEMPOWERING44

DEVELOPING DEVELOPING 33

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In Summary…

12 LESSONS IN MANAGING TRANSITIONS

1. Appoint credible people who will lead the change

2. Develop a change management plan3. Craft and communicate an exciting vision4. Translate vision to milestone5. Create a sense of urgency6. Integrate all change initiatives7. Don’t neglect managing transitions

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8. Manage resistance to change9. Promote innovation10.Build a support coalition11.Involve people12.Institutionalize the change

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