Presented by

R.SHAMILI

WHAT IS CHANGE MANAGEMENT?

It is a structured approach to shifting/ transitioning individuals, teams and organizations from a current state to a desired future.

For helping employees to accept and embrace changes in their current business environment.

WHY THERE IS A NEED FOR A CHANGE?• Systems• Processes• Culture• Things could be better• Mergers• Acquisitions• Continuous improvement• Take over

• Competition

• Innovation

• Upgrades

• New strategy

• Outsourcing

• Off-shoring

• Economy

• New technology

• Centralization

• Restructuring

FEW CHANGES OVER THE FEW CHANGES OVER THE YEARSYEARS

Nobody can go back and start a new beginning, but anyone can start today and make a new ending.

CHANGE BLUE PRINT• Serves as the basis for the post-change implementation plan by

determining:

What action to be taken

When the timescale for change

Who is to be affected and who is to be responsible for

leading the changes

How the actual blueprint

Why the logic behind the actions taken

INFORMATION GATHERING

Industry Benchmarki

ng

Information Sources

Market Knowledge

Internal information gathering

Media

Personal Experience

Previous change

attempts

Info teams

Key Areas:

Cultural fit

Strategic fit

Synergy Potential

Management fit and style

Corporate demographics

Structural fit

TRANSITION

Transition is the process of one state of being to another.

CHANGE VS TRANSITION• External• Organisational• Quicker• More visible• More predictable• Physical• Tangible

• Internal• Personal• Slower• Less visible• Less predictable• Psychological• Intangible

KOTLER CHANGE MANAGEMENT MODEL

Establish a sense of urgencyForm a powerful guiding coalitionCreate a visionCommunicate the visionEmpower others to act on the visionPlan for and create short-term winsConsolidate improvements and keep the

momentum for change movingInstitutionalize the new approaches

• Only if change managers understand

these phases of change, and only if they act

accordingly, they will be able to successfully

manage change processes without

obliterating peoples motivation and commitment.

5 PHASES OF CHANGE5 PHASES OF CHANGE

TEN POINTS OF POTENTIAL FAILURE

1. A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another

2. A big programme of activities without any clear goals for change

3. Confusion between ends and means – the question of ‘training for what’ must be answered

4. Short-term perspective. Three to five years is a realistic time framework for organisational change

5. Lack of coordination between a number of different activities aimed at increasing organisational effectiveness

6. Overdependence on others – either outside consultants or inside specialists

7. Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation

8. Trying to fit a major organisational change into an old organisational structure

9. The constant search for cookbook solutions

10. Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package

KEY FEATURES OFLEADING CHANGE

• Making the journey and destination compellingly attractive

• Helping people see a future they want to be part of• Helping people find a purpose and meaning for

themselves• Requesting commitment

Enrolling

Enabling

Energising

Exemplifying

• Helping people see possibilities for their contribution

• Challenging self-limiting beliefs• Setting (together) stretching targets• Building self-esteem, confidence and trust• Putting into action• Building and sustaining people’s energy• Celebrating successes• Giving recognition• Expressing optimism

• Demonstrating the behaviours and values that are being required of others

•Explain the basic purpose behind the outcome

•‘What was the problem?’

•Who said so and on what evidence?

•What would have occurred if no one had acted to solve it?

•What could have happened to us if that had occurred

Purpose Picture Plan Part

•Paint the picture of how the outcome will look and feel

•What is the outcome going to look, feel and sound like?

•How are people going to get their work done and interact with each other?

•How will a day be organised?

•Lay out the plan for phasing in the outcome

•Outline steps and schedules in which people will receive information, training & support they need to make the transition

•People oriented to tell employees how and when their worlds are going to change

•Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity

•Establish each person’s part in both the plan and the outcome

•Show employees the role & their relationship to others. Until they see it they can’t adjust hopes & fears to the new reality

•Show employees what part they play in the outcome & the transition process

8 RULES FOR SUCCESSFUL CHANGERule 1: stay aliveRule 2: start where the system isRule 3: never work uphillRule 4: innovation requires a good idea,

initiative and a few friendsRule 5: load experiment for successRule 6: light many firesRule 7: keep on optimistic biasRule 8: capture the moment

CONCLUSIONMake your management of the change

project challenging. Provide the opportunity to develop oneself and organization.