implementation of change
TRANSCRIPT
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Cheese is a metaphor forwhatever is important to you-the way you do your job,relationships with other people,health, peace of mind, etc.
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The Quicker You Let
Go Of Old Cheese TheSooner You Find NewCheese
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Once people are convinced thatchange is necessary, and thatthe change vision is the right
one, its time to move forwardwith implementation.
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PROBLEMS
Rarely proceeds smoothly.
No step by step march to
envisioned future.
Mistakes are made. External Factors upset
schedules.
Key people quit or
transferred. Different groups forget to
communicate with each
other.
StartX
Success
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Implementation Problem
Implementation took more time than originally
allocated.
Coordination of implementation activities was not
effective enough.
Capabilities(skill and abilities) of employees involved
with the implementation were not sufficient.
Training and instruction given to lower level employees
were not adequate.
Insufficient supportfor change or unclear goals.
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Odds of
Success
1. Support&
involvementof key
people
2. Craft asolid plan
3. Consistentbehaviors
4. Developenabling
structures
5. Celebratemilestone
success
6. Communicaterelentlessly
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Enlist the support andinvolvement of Key People
Managers
&
Employees
whom
others
respect
Individuals
with key
technical
skills
People
with access
to vital
resources
Informal
leaders to
whom
people
naturally
turn for
direction &
advice.
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Effective Team of Change Makers
Are enough of your companys key players members of the
team?
Does member of the team have:
Relevant expertise to do thejob and make intelligent decisions?
Range of perspectives and disciplines to do the job and make
intelligent decisions?
Sufficient credibilityso that employees and management will
treat its decisions seriously?
Demonstrated leadership skills?
Capable of forgoing their personal immediate interests in
favour of the larger organizational goal?
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Who should not be on team
People with big egos: Leave no space for anybody else to participate or
contribute.
Dont always understand their own limitations & how it
can be complemented by the strengths of others.
Snakes:
A kind of person who secretly poisons relationships
between team members.
Reluctant Players:
Lack either time or enthusiasm to provide energy to
team.
Keeping them away may be difficult as some of them may
have expertise or power team needs.
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Craft an Implementation plan
Its simple
Its created by people at all affected levels
Its structured in achievable chunks
It specifies roles and responsibilities
Its flexible
What , When and How to do it
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Support the plan with consistentBehaviors and Messages
Inconsistency in behavior & messagesend a damaging message- that
management is either not serious
about implementing change or unwillingto do its part.
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Develop Enabling Structures
Reward systems :
Adopt behaviors that produce rewards, and
abandon those that are not rewarded.
Reward system must be aligned with the desired
behaviors.
Pilot programs :
- Grapple with implementation and its problems ona smaller, more manageable scale.
- Test beds
- easier and less risky
Training programs:- Motorola and General Electric : quality initiatives.
- Xerox :companywide benchmarking program in the mid-1980s.
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Celebrate Milestones
Change initiatives can be long and frustrating.
Celebrating a series of short-term wins can:
Neutralize skepticism
Provide evidence that peoples sacrifices and hard
work are paying off
Help retain the support of senior management
Keep up the momentum
Boost morale
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Celebrate short term wins
Treat change participants to a catered lunchandbring in an outside speaker who can talk about his or
her companys success in doing something similar.
Have a picnic.
Take the afternoon off for a softball game. Recognize the deeds of exceptional contributors.
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Communicate Relentlessly
Specify the nature of change: how the change will affect customer satisfaction, quality, market
share or sales.
Explain why: reasons
Explain the scope of the change even if it becomes badnews: No sugarcoating( layoffs)
Develop a graphic representation of the change project
that people can understand and hold in their heads.
Flowchart, graphic image Predict negative aspects of implementation
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Communicate Relentlessly
Explain the criteria for success and how it will be
measured
Measure progress as you move forward and then communicate
that progress.
Explain how people will be rewardedfor success.
Repeat, repeat & repeat the purpose of change and
actions
Communication styles that is appropriate for audience.
Dedicated newsletters, events, e-mails, presentations.
Make communication a two-way proposition.
Be a poster boy or poster girl for
the change program.
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Consultants
With respect to
change initiative:
ExpertConsultants
ProcessConsultants
Help to shape context of change:
Which strategy needs to change?Which Structure?Which Systems?
Recommend processes formaking change happen &
implement them.
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Consultants modus operandi
Diagnosis
Capabilities assessment
Strategy development.
Implementation
E l
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Example- Introducing IT servicemanagement course
Urgency: increase in demand of ITIL & PRINCE2. Powerful change group to guide the change. Team
structure is built & is ensured they have sufficient
power to achieve derived change.
Vision is developed. Communication of vision.
Role model the vision.
Empower the staff.
Removing the policies and process that resist change.
Create short term wins.
Wins Rewarded
Change embedded into culture.
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