how to implement successful change management? make sure that you don’t end up like bad schandau

8/3/2019 How to implement successful Change Management? Make sure that you dont end up like Bad Schandau

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Dont end up like BadSchandau


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....... and again 2006........ Flood of the century

19 July 2013 www.torbenrick.eu 3
http://www.torbenrick.eu/http://www.torbenrick.eu/


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When will the next flood of the century come?


Will Bad Schandau be prepared thenext time?

How to be prepared for the nexttime?


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The road ahead



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Create a sense of urgency

Create a sense of urgency based on the companys financialperformance, competitive situation, market position, technologicaltrends shrinking margins, decreasing market share, flat earnings, alack of revenue growth, or other relevant indices of decliningcompetitive position

Communicate this information broadly and dramatically, especially withrespect to crises, potential crises etc.

The communication goal is to convince that business-as-usual is totallyunacceptable. In other words: To make the status quo seem moredangerous than launching into the unknown

http://www.torbenrick.eu/blog/change-management/change-management-need-a-sense-of-urgency/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/change-management-need-a-sense-of-urgency/


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Create a shared vision andcommon direction



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Create a shared vision and common direction- Communicate vision, mission, strategy, values



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Driving license . for the road ahead


Communicate vision, mission, strategy and values


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Communication



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Communicate vision, mission, strategy, values

Use all existing communication channels to broadcast the elements People in the organization may need to hear a message over and over

before they believe that this time, the call for change is not just a whimor a passing fancy.

It takes time for people to hear, understand, and believe themessage. And if they dont particularly like what they hear, then it takeseven more time for them to come to terms with the concept of change

Have they heard the message? Do they believe it? Do they know what itmeans? Have they interpreted it for themselves, and have theyinternalized it?

Until managers have listened, watched, and talked enough to know thatthe answer to all these questions is yes, they havent communicated atall

http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/


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Internal communication

Is internal communication just as intriguing as externalcommunication toward the customers?

Have we planned internal marketing as a process involving all managersand staff and not merely as one-way communication?

Have we been creative and unconventional in our choice of internalmarketing measures?

Have we taken into account that we need to render visible the resultsand give positive feedback to the organization?

Have we considered what may prevent internal marketing frombecoming a success?

Will it be fun to be employed with our company in the year to come? Are you yourself looking forward to being employed with your company

in the year to come?

http://www.torbenrick.eu/blog/change-management/communication-is-paramount-when-it-comes-to-change-management/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/communication-is-paramount-when-it-comes-to-change-management/


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Visualize the journey



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Visualize the journey


Lets follow thesunriseon a balloontrip around the world

Visualize the journey and the goals


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Communicate targets in a simple way


Customer satisfaction alone is nolonger enough

.... We need to surprise thecustomer

And you are the PERSON whobrings the customer to say

"Wow!"

A surprisingly simple image can express more ideas than athousand complex words

"We are fighting for every burger ...

Just one more EURO from each customersbudget brings us .. in revenue


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Involve the wholeorganization



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Create a dialog - Involve the whole organization

By organizing discussions throughout the organization, spreads thecompanys vision and competitive situation so that individuals andteams can accurately align their own activities with the companys newoverall direction

Management is the message: Everything managers say or dont say delivers a message. Too many managers assume that communications isa staff function, something for human resources or public relations totake care of. In fact, communications must be a priority for everymanager at every level of the company

One of the paradoxes of change is that trust is hardest to establish whenyou need it the most. If a company is in trouble, or if it is in the mid dleof a ch ange effort, lack of trust automatically emerges as a seriousbarrier

http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/


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Create a dialog - Involve the whole organization

Usually the rumors are much worse and more negative than anythingthat is actually going on

Trust in a time of change is based on two things: predictability andcapability. In any organization, people want to know what to expect;they want predictability

Consequently, organizing early conversations between different parts of the company and making those conversations an important, sanctionedpart of the change process is a critical task

Early, open-ended conversations often result in the most productiveoutcomes

Managers at all levels must learn to see things differently. They must putthemselves in their employees shoes to understand how change looksfrom that perspective



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Blind Date: Team building, creating an internalnetwork etc.

Allchange in organizations is challenging, but perhaps the mostdaunting is changing culture

http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/


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Involve the whole organization



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Involve the whole organization

Create an easily accessible and usable communication platform

With new ideas, we remain on course for success

http://www.torbenrick.eu/blog/change-management/10-ways-social-media-can-support-change-management/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/10-ways-social-media-can-support-change-management/


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Deal proactivelywith resistance



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Deal proactively with resistance

Managing resistance to change is challenging and its notpossible to be aware of all sources of resistance to change

Expecting that there will be resistance to change and beingprepared to manage it is a proactive step

Its far better to anticipate objections than to spend yourtime putting out fires, and knowing how to overcomeresistance to change is a vital part of any changemanagement plan

http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/


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Deal proactively with resistance

http://www.torbenrick.eu/http://www.torbenrick.eu/blog/wp-content/uploads/2012/05/Reactions-to-change.pnghttp://www.torbenrick.eu/


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Continuously lookout for inconsistencies

Ensure congruence of messages, activities, policies, and behaviors. Oneof the major complaints of people in organizations undergoing atransition is that management doesnt walk the talk. They sayempowerment and then shoot down every new idea that comesfrom their employees

Be on the lookout for inconsistencies that undermine the credibility of the change effort

The message, the measures, the behaviors and the rewards must match



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Measure early and often



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Measure early and often

You change what your measure - Measure early and often


Customerservice

Aktivitten aus Customercare

Akt . V eran two rt li ch Real isi er ung sZ ei trau m BM SACZiel

EffektRealisierter

EffektTrendEffekt

1. Markus Burghard 01.01.2005 - 31.12.2005 3.287.164 3.287.164 3.287.164

2. Markus Burghard 01.01.2005 - 31.12.2005 + 1.490.135 1.261.900 1.261.900

3. Markus Burghard 01.01.2005 - 31.12.2005 462.658 330.026 330.026

4. Markus Burghard 01.01.2005 - 31.12.2005 300.000 67.613 67.613

5. Markus Burghard 01.01.2005 - 31.12.2005 178.238 180.012 180.012

6. Markus Burghard 01.04.2005 - 31.12.2005 129.889 165.436 165.436

7. Markus Burghard 01.01.2005 - 31.12.2005 + 117.031 74.460 74.460

8. Markus Burghard 01.01.2005 - 31.12.2005 75.000 75.423 75.423

9. Markus Burghard 01.01.2005 - 31.12.2005 + 48.817 9.631 9.631

10. Markus B urghard 01.01.2005 - 31.12.2005 11.308 11.308 11.308

11. Markus Burghard 01.01.2005 - 31.12.2005 + 10.422 10.568 10.568

12. Markus Burghard 01.01.2005 - 31.12.2005 + 7.500 7.340 7.340

13. Markus Burghard 01.01.2005 - 31.12.2005 + 5.100 0 0

14. Markus Burghard 01.01.2005 - 31.12.2005 + 3.646 0 0

15. Markus Burghard 01.01.2005 - 31.12.2005 + 2.025 0 0

16. Markus Burghard 01.01.2005 - 31.12.2005 0 0 0

17.

18.

19.

20.

Aktivitten ausCustomercare 6.128.933 5.480.881 5.480.881

KonfektionierungskostenSimkarten

BudgetEinsparung

Zustzliche12.200Partnerkarten

Gutschriftenals Kontingentgutschriften160.000E-MailAdressen

GM YEND2005Effekt

Aktivitt/Beschreibung

Gebhren2005

400DirektfreischaltungenGK

Tarifwechsel

20.000OnlineRechnung en

150BlackBerryGK

MyTalkline

MehrwertdienstePCM

250Datacards

250MobileNavigationGK

700Adressbuch

1.300Prepaidaktivierungen

Direkter Vertrieb

Aktivittenaus DirekterVertrieb

Akt . V eran two rtl ic h Real isi eru ngs Zei tra um BM S ACZiel

EffektRealisierter

EffektTrendEffekt

1. Christian P./Hans T. 01.01. - 31.12.2005 + 244.243 272.771 272.771

2. Christian Ptzhofen 01.01. - 31.12.2005 + 163.500 153.245 153.245

3. O. Schnfeld 31.12.2005 + 153.000 454.296 454.296

4. S. Streich 31.12.2005 + 125.000 278.840 278.840

5. Hans Tromke 31.12.2005 72.600 98.214 98.214

6. Christian Ptzhofen 31.12.2005 + 48.000 33.224 33.224

7. O. Schnfeld 31.12.2005 + 35.000 104.329 104.329

8. S. Streich 31.12.2005 + 30.000 48.644 48.644


10. J. Nickelsen 31.12.2005 15.000 5.044 5.044

11. Hans Trompke 31.12.2005 + 10.422 2.192 2.192


13. J. Nickelsen 31.12.2005 5.000 6.638 6.638

14. Christian Ptzhofen 31.12.2005 + 4.500 0 0

15. O. Schnfeld 31.12.2005 + 3.000 49.243 49.243

16.

17.

18.

19.

20.

Aktivitten ausDirekterVertrieb 939.265 1.574.312 1.574.312

Reduzierungberzahlung

JngereZielgruppenansprechen

ZustzlichePartnerkartenUnicomdirekt

VermarktungCredit-Cards mitNavigation

GM YEND2005Effekt

VerbesserungAnschlugebhrenerlse

Aktivitt / Beschreibung

VermarktungPortalgerteGroflche

VermarktungOnline-Rechnung

Erhhungder Aktivierungenvon SMS-/MMS-Kontingenten

VermarktungPortalgerteUnicomdirekt

MultimediapaketeGroflche

Zubehr/Hardwareber Online-Shopmandanten

MultimediapaketeUnicomdirekt

SMS Projekte

Volumentarife

250Datacards

e-Business

Aktivittenaus e-Business

Akt . V eran two rt li ch Rea li si eru ng sZ ei tra um BM SACZiel

EffektRealisierter

EffektTrendEffekt

1. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 309.336 284.618 284.618

2. Carsten Mesecke-v. Rh. Jan-Dez 2005 306.900 704.194 704.194






8. Carsten Mesecke-v. Rh. Jan - Dez 2005 + 97.000 106.000 106.000


10. Carsten Mesecke-v. Rh. Jul-Dez 2005 50.000 50.000 50.000





15. Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 779 779

Aktivitten ause-Business 1.951.848 2.513.537 2.513.537

1670AktivierungenvonSMS-/MMS-Kontingenten

2000Neu-FS inmargenstarken50er und100er-Tarifen

GM YEND2005Effekt



850.000EbillKunden ber alleKanle(93.000 eBusiness)

Verkauf von15.000Portalgerten (2004:10.000)

1,5Mio.Euro UmsatzmitZubehr +Handys ohneVertrag

Verkauf von Nicht-Mobilfunk-Artikeln

650.000E-Mail-AdressenvonKunden (300.000eBusiness)

55.000eSelfServiceTransaktionen

1800Partnerkarten


8000MultimediapaketAktivierungen

EinsparpotentialMedia-Agentur

1500Tarife ohneHandys

600Datacards

GKProdukt Manage ment

Aktivittenaus GKPM

Akt. V eran two rtl ich Real isi eru ngs Zei tra um BM SACZiel

EffektRealisierter

EffektTrendEffekt

1. Henning van der Linde 01.01.2005-31.12.2005 + 800.000 724.947 724.947

2. Sven Snksen 01.01.2005-31.12.2005 + 501.805 300.202 300.202

3. Sven Snksen 01.01.2005-31.12.2005 + 500.000 712.000 712.000


5. Marco Heinitz 01.01.2005-31.12.2005 + 250.124 192.060 192.060


7. Marco Heinitz 01.01.2005-31.12.2005 + 50.000 505 505


9.

10.

11.

12.

13.

14.

15.

Aktivitten ausGK PM 2.616.167 2.447.227 2.447.227

SMS-PreisanpassungAlttarife(PKinRahmenvertrgen)

6000DataCards

EK-OptimierungM2M-Karten

SMSConversation

1500Blackberry

744Free/Office-Tarife

EinkaufsoptimierungGK

GM YEND2005Effekt

Aktivitt/Beschreibung

AuskunftsverpreisungbeiGeschftskunden

Hardware Management

Aktivitten aus HWManagement

Ak t. V er ant wor tl ich Rea li si eru ng sZ ei tr au m BM S ACZiel

EffektRealisierter

EffektTrendEffekt

1. Dirk Inselmann 31.12.2005 1.000.000 1.283.333 1.283.333

2. Dirk Inselmann 31.12.2005 150.000 0 0

3. Dirk Inselmann 31.03.2005 135.486 109.088 109.088

4. Dirk Inselmann 31.12.2005 100.000 222.580 222.580

5. Dirk Inselmann 31.12.2005 100.000 253.000 253.000

6. Dirk Inselmann 31.12.2005 100.000 0 0

7. Dirk Inselmann 31.12.2005 100.000 0 0

8. Dirk Inselmann 31.12.2005 50.000 49.768 49.768

9. Dirk Inselmann 31.12.2005 50.000 51.600 51.600

10. Dirk Inselmann 31.12.2005 50.000 0 0

11. Dirk Inselmann 31.12.2005 20.000 0 0

12. Dirk Inselmann 31.12.2005 10.000 4.000 4.000

13. Dirk Inselmann 31.12.2005 10.000 0 0

14. Dirk Inselmann 31.06.2005 5.000 0 0

15. 31.12.2005

Aktivitten ausHWManagement 1.880.486 1.973.369 1.973.369

Handyversicherung

Handyrecycling

Jahresbonus Sony/Ericsson

Hersteller WKZfr CallCenter Verkaufsaktivitten

Lagerumschlag- Optimierung

GM YEND2005Effekt

Jahresbonus Samsung


PrepaidSonderuntersttzungNokia

Skontorckforderung

Sondervertriebsaktivitten(Wochenkampagnen)

Logistik- undEinkaufsoptimierungen

NokiaJahresbonus

Distribution

Warenrisikomindernzum31.12.2005

Siemens Jahresbonus

IndirekterVertrieb

Aktivittenaus IndirekterVertrieb

Akt . Ver an tw ort li ch Re al isi er un gs Zei trau m BM SACZiel

EffektRealisierter

EffektTrendEffekt

1. Stefan Vidos 01.01. - 31.12.2005 + 1.080.000 619.404 619.404

2. Christian Seidl 01.01. - 31.12.2005 + 908.540 1.075.332 1.075.332

3. Christian Seidl 01.01. - 31.12.2005 + 887.500 1.381.166 1.381.166

4. Stefan Vidos 01.01. - 31.12.2005 594.000 1.214.971 1.214.971

5. Rolf Rhse 01.01. - 31.12.2005 + 426.212 271.194 271.194

6. Rolf Rhse 01.01. - 31.12.2005 + 183.424 151.388 151.388

7. Stefan Vidos 01.01. - 31.12.2005 + 180.000 295.899 295.899

8. Rolf Rhse 01.01. - 31.12.2005 + 16.875 17.634 17.634

9.

10.

11.

12.

13.

14.

15.

Aktivitten ausIndirekterVertrieb 4.276.551 5.026.989 5.026.989

VermarktungVF-LiveundT-Zone (Portalgerte).

GM YEND2005Effekt




744Free- /Office-Tarife

IntensiveVermarktungder Onlinerechnung(E-bill)

MultimediapaketAktivierungen

4.400Datacards

1.250BlackBerry
http://www.torbenrick.eu/blog/change-management/measure-change-management-success/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/measure-change-management-success/


28/37

....... and tell everyone about it .....



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Create wins



30/37

Create wins

When it comes to change, people dont believe in a new directionbecause they suspend their disbelief. They believe because theyreactually seeing behavior, action, and results that lead them to concludethat the program works

If you want something to grow, pour champagne on it

Celebrate your successes and, indeed, just about everything you wouldlike to see happen again

Little victories the things that had worked, ways they had delightedtheir customers, problems they had turned into successes



31/37

Create wins

Real transformation takes time, and a renewal effort risks losingmomentum if there are no short-term goals to meet and celebrate.Most people wont go on the long march unless they see compellingevidence within 12 to 24 months that the journey is producing expectedresults. Without short-term wins , too many people give up oractively join the ranks of those people who have been resisting change

Creating short-term wins is different from hoping for short-term wins.Actively look for ways to obtain clear performance improvements ,establish goals, achieve the objectives, and reward people involved with

recognition

Communicate this information continuously

http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/performance-management/20-tips-to-improve-employee-engagement-and-performance/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/performance-management/20-tips-to-improve-employee-engagement-and-performance/http://www.torbenrick.eu/blog/performance-management/20-tips-to-improve-employee-engagement-and-performance/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/


32/37

Create wins - celebrate milestones

Change initiatives can be frustrating and take a long time. It is thereforecritical to celebrate milestones once they have been reached.

http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/


33/37

Create wins - celebrate milestones

Change initiatives can be frustrating and take a long time. It is thereforecritical to celebrate milestones once they have been reached.

http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/


34/37

Peoples Choice Awards

Peoples Choice Awards based on different categories covering allkinds of things the company would like to see



35/37

Focus



36/37

Focus focus focus focus

Keeping people focused on what

is required and why, and howthey need to be doing things

differently is crucial



37/37

Good luck Torben Rick

http://www.torbenrick.eu Blog:

http://www.torbenrick.eu/blog
http://www.torbenrick.eu/http://www.torbenrick.eu/bloghttp://www.torbenrick.eu/bloghttp://www.torbenrick.eu/bloghttp://www.torbenrick.eu/

how to implement successful change management? make sure that you don’t end up like bad schandau

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