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How to make change happen. Secrets of rapid change management, leadership, motivation and team development. Key trends for chemical companies such as BASF Care Division. Lessons from green tech innovation, pharma problem solving, technical manufacturing challenges, process innovation, customer relationship management.
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Dr Patrick Dixon Chairman Global Change Ltd
Accelerate Your Future How to respond to key trends,
develop strategy and change rapidly !
Keynote for BASF Care senior leaders -‐ change management, strategy and key trends.
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Patrick Dixon is Chairman of Global Change Ltd and has been ranked one of 20 most influenKal business thinkers alive today (Thinkers 50)
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For hundreds more presentaKons and arKcles: hQp://www.globalchange.com Over 5 million video views:
hQp://www.youtube.com/pjvdixon
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ALL BIG TRENDS ARE RELATED !
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How are compeKtors also planning to change? !
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75% of change management programmes fail to deliver
“….not because leadership don’t adequately address infrastructure process, or IT
issues, but because they didn’t create the necessary groundswell of support among employees”
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PricewaterhouseCoopers research 2007
Who cares about the new strategy?
Why should they change ?
All effecKve leadership comes from powerful
VISION of a much beQer future
ONE WORD will drive the
future
• Click to edit Master text styles
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Strategies and change management
programmes often overtaken by events
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Teams often resist change because “it will probably be changed again”
Boom
Bust
Shale gas 33% US supplies
3.3m US jobs $468bn pa + more oil
produced than Saudi by 2020 !
200 years global supply Up from 60 years in 5 years
5 coal plants replace with gas = 9000 megawa?s wind
57 coal plants closed in US in 2012
Germany Power Surplus
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• In June 2013 -‐ so much wind and solar that electricity prices became negaKve
• -‐ minus EU150 / MWhr !! (normal EU50)
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Europe Dying !
4 couples to produce single great-grand child
The future is aboutEMOTION
“Great customer experiences”
80% lost in seconds
EU20,000 Challenge “4 word phrase is basis
of all markeKng, moKvaKon, change
management and leadership”
COST CUTTING
Can be demoralising
Cost saving oDen a weak moEvator
Case Study: Making case for change
�What -‐ big vision �Why -‐ business case �Who -‐ leadership and responsibility �How -‐ strategic plan �When -‐ Emed goals and measurable impacts
Webagility
�Clear vision and understanding of purpose �Clear champion with strong mandate �All stakeholders involved and owning process �Changes compatible with rest of organisation �Changes supported by structure / incentives �Risks understood and properly managed �Operational reliability requires stability �Some negative impact on short term performance is likely
�Clear scope / boundaries �Adequate resourcing / prioritisation �Monitoring / evaluation of progress and impact �Dealing with wider impacts beyond project management
Change Management
�Business unit heads and team leaders must feel in control
�Form coaliEons �Deal sensiEvely with conflicts and egos �Align all bonusable objecEves / targets �Resist death of genius by a thousand cuts �Prove early benefits (ensure a?ributed to changes!)
Dealing with Resistance
Build a Better World !individual family community world
60 seconds opportunity / challenge why it really maQers pracKcal soluKon
next steps !
Make it HAPPEN
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RESOURCES !
>500 videos of Keynotes http://www.youtube.com/pjvdixon
Over 5 million views !
Global Trends Website: http://www.globalchange.com
15 million unique visitors
