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Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
1
Mobilising People for Change Activating the critical mass Speaker: Guido Betz, MA CEO Change International
• Change International Ltd. Consulting & Training Germany • Tristanstrasse 26 • D - 80804 Muenchen • GERMANY • Phone: +49 5407 0000 • FAX: +49 5407 0002 • Headquarters: • Dublin / IRELAND • Branches: - Munich - Hamburg - Berlin - Andernach - Aschaffenburg - Stuttgart / GERMANY • Mittersill / AUSTRIA
Mobile: +49 172 9334190 • E-Mail: [email protected] Website: http://www.ci-l.com
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Mobilising people for Change!
2
Have you ever wondered what might be one of the secrets behind high quality brands “Made In Germany”?
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
3
Besides engineering and ingenuity, it is Leadership! But what is the secret behind their leadership style?
© Change International 2014
Mobilising people for Change!
4
All of these are clients of Change International...
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
5
... besides a lot more multinational corporations which Change International helped to achieve their goals:
© Change International 2014
Mobilising people for Change!
6
Our core business since 1982: Leadership & Change
For further details please see our website in 13 languages: www.ci-l.com
�N+E<#=-ء�أ�K$B-12اCBوAB(ن�'�Nأ�FSاAAR%B#�اQBي��NO+Hأداء�=6A1J5�#&2�KاIJGB#�ا�DE-;5�F1GH#;&BاCBو�DE-;56ABاCBو�6AB@?�<#=�6ا>%;-رات�'+%#45�67ود�012/.-�,+*(ل�'&%$#ة�و�'%$-'*b'�?7�6-ل�اZ(ارد�ا�6H#;&Bو�ا�KAaJ%Bا`داري�و�K1IE�N+Eو�E(زع�اB&#ا'�DاZ_*(,�6و�S-U�6^C,�?&*E-ت�ا01GBء�اB[-\��6إن�4U'�6اZ;-ر�YHاE�?%B(زJ%5�-.2(ع��6S-U�VOUا01GBء�و�
� �c5-&*d
2014 Winner
HRD Best Practice Category
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
7
Countries we have worked in over the last years
• Argentina • Australia • Austria • Belgium • Bolivia • Brazil • Bulgaria • Canada
• Chile • Colombia • China • Croatia • Czech Rep. • Denmark • Egypt • Eritrea
• Estonia • Finland • France • Germany • Greece • Hungary • India • Indonesia
• Iran • Ireland • Israel • Italy • Japan • Jordan • Kuwait • Libya
• Malaysia • Malta • Mexico • Morocco • Netherlands • New Zealand • Norway • Panama
• Poland • Portugal • Romania • Russia • Singapore • South Africa • South Korea • Spain
• Sweden • Switzerland • Taiwan • Thailand • Turkey • UAE • United Kingdom • USA • Venezuela
Countries we already worked in:
© Change International 2014
Mobilising people for Change!
8
?
!!
!!!
!
The „trauma of change“
„Em
otio
nal s
ituat
ion“
of t
he o
rgan
isat
ion
Time
Perceiving chances
Identification and
commitment
Exit
Depression
•"Exiting chances •"Competitiveness •"The company as topic •"„Window of opportunity“
•"Expectation management
•"Scenarios
•"Merger syndrome •"Distrust •"Delayed communication •"Fear of loosing autonomy •"Dominating “SELF-
factors” •"Unclear leadership •"Observing reactions
•"Create an infrastructure for communication
•"Transform people concerned to people involved
•"Searching for information •"Observing reactions •"Destructive rumours •"Feeling of exessive
demands •"Focus: securing the status
quo
•" Information politics •" Individual analysis and
planning
•"Observing chances for development
•"People adapt because of the unavoidable
•"Support for realising the objectives (individuals/groups/entire organisation)
•"Seizing opportunities •"Notices due to overtaxing
•"Exit interviews •"Outplacement
•"Work to rule •"Loss of own objectives •"Yearning for quiety •"Negative multiplication •"Sabotage/resistance
•" Identification through involvement in concrete projects
•"Pain grows weaker •"First successes •"Environment reacts
positively •"Creating a new identity
•"Analysis and documentation of experiences
•"Celebrating successes
Early and naive euphoria
Fear and insecurity
Paralysis
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
9
Leadership as the ultimate driver for successful change !
alignment & execution willing & able
Leadership Excellence
Lead Get commitment
Build trust
People Excellence
Attract Develop Retain
Operational Excellence
Productivity Customer value Cost reduction
Commercial Excellence
Efficiency Effectiveness Best in class
drives
drives
drives
© Change International 2014
Mobilising people for Change!
10
Capability + Incentives + + +Resources Action plan Leader-ship Success =
What it takes for successful Change
Capability Incentives +Resources Action plan Unclear/
weak leadership
Confusion =+++
No Training/ Instruments Incentives +Resources Action plan Leader-
ship Fear =+++
Capability System
rewards old behaviour
+Resources Action plan Leader-ship Resistance =+++
Capability Incentives No commitment Action plan Leader-
ship Frustration =++++
Capability Incentives Resources No/wrong concept
Leader-ship False Start =++++
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
11
TELL SELL TEST CONSULT CO-CREATE
Degree of inclusion
Mission
Vision
Strategy
Implemen-tation
low high
Management Stile A Management Stile B
Degrees of inclusion
© Change International 2014
Mobilising people for Change!
12
Sensibilisation�
What are the changes in your environment? How will they impact your organization? How will this affect the stakeholders?
Activation�
How can you turn all stakeholders into committed promoters of change? How can you mobilize the critical mass needed for change to happen?
Visible�accountability�How can you stage-manage passionate leadership? How can you define motivating and measurable objectives?
Evaluation�
Es verändert seine Färbung, sobald sich seine Umwelt wandelt. Dazu braucht es Sensoren, um zu erkennen, was sich ändert. Es benötigt aber auch die Fähigkeit, sich jederzeit rasch „farblich“ anzupassen – um dadurch immer es selbst bleiben zu können.
Genau wie Ihr Unternehmen: A passion for continuous change and success! Seit 1982 begleitet Change International Veränderungsprozes-se in vielen Bereichen und Branchen - und war bereits weltweit auf allen fünf Kontinenten aktiv. To Change is to SAVE®.
Das Change Chamäleon ist schlau.
Sensibilisieren VerantwortungAktivieren EvaluierenWas verändert sich in Ihrem Umfeld?
Was bedeutet das für Ihr Unternehmen?
Welche Auswirkungen hat das auf die Arbeit jedes Einzelnen?
Wie machen Sie aus Betroffenen engagierte Beteiligte?
Wie können Sie die kriti-sche Masse aktivieren?
Wie inszenieren Sie leiden-schaftliche Führung?
Wie definieren Sie messbare und verbindliche Ziele?
in die
nehmenWie machen Sie Fort-schritt kontinuierlich sichtbar?
Wie bewerten Sie die Ergebnisse und stellen Nachhaltigkeit sicher?
How can you make progress visible? How can you, evaluate effects, measure results and create sustainability?
Successful change management means
to S•A•V•E
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
13
Leadership*is*a*contact*sport*
The leadership support® stream
Driven by HR & Change International:
Staging events – training - instruments & tools - executive leadership program - controlling
The transformation stream (Core process)
Driven by leaders of all levels:
Visible leadership - decisive performance management & - execution - support & motivation of all employees
© Change International 2014
Mobilising people for Change!
14
The*leadership*cascade*
Local / national / regional town hall’s, facilitated by managers „alignment“ of all employees
Central town hall with all managers: Leadership team Senior executives communicate strategy and goals
Creating accountability on the individual level Annual performance management dialogue & achievement of goals
Executive offsite with all senior executives values - principles - goals - strategies
Board Creating strategic alignment / offsite
facilitates
facilitates
facilitates
Leadership Support ®
rehearsal
rehearsal
Training & 360° FB
Indiv. Coaching
rehearsal
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
15
The three perspectives of a town hall Info Market:
What did we achieve?
What did we learn?
Where do we go from
here?
Hard facts: Controlling Data
Soft facts: Experience
New direction: Leadership
© Change International 2014
Mobilising people for Change!
16
Classic format of an Info Market
10.0
0 -
16.
00
Welcome / Agenda / introduction of topics
topic 1 • Input • dialogue • action planning
topic 2 • Input • dialogue • action planning
topic 3 • Input • dialogue • action planning
topic 4 • Input • dialogue • action planning
topic 5 • Input • dialogue • action planning
topic 6 • Input • dialogue • action planning
topic 7 • Input • dialogue • action planning
topic n • Input • dialogue • action planning
Lunch
Coffee break
Coffee break
Closing plenary / CEO’s remarks
topic 1 • Input • dialogue • action planning
topic 2 • Input • dialogue • action planning
topic 3 • Input • dialogue • action planning
topic 4 • Input • dialogue • action planning
topic 5 • Input • dialogue • action planning
topic 6 • Input • dialogue • action planning
topic 7 • Input • dialogue • action planning
topic n • Input • dialogue • action planning
topic 1 • Input • dialogue • action planning
topic 2 • Input • dialogue • action planning
topic 3 • Input • dialogue • action planning
topic 4 • Input • dialogue • action planning
topic 5 • Input • dialogue • action planning
topic 6 • Input • dialogue • action planning
topic 7 • Input • dialogue • action planning
topic n • Input • dialogue • action planning
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
17
•" Parallel*small*groups*/*closing*discussion*of*open*ques8ons*•" Event*with*about*600*employees*
Impressions*from*a*large*info*market*
© Change International 2014
Mobilising people for Change!
18
Impressions*from*large*info*markets!
…*it*works*with*game*developers*as*well*as*armed*forces*
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
19
Keynote / introduction of topics
topic 1 • Input • dialogue • action planning
Topic n • Input • dialogue • action planning
Lunch
topic 1 • Input • dialogue • action planning
Topic n • Input • dialogue • action planning
Coffee break
topic 1 • Input • dialogue • action planning
Topic n • Input • dialogue • action planning
Coffee break
Closing plenary / CEO’s remarks
Engagement*in*ac8on*–*mobilising*the*cri8cal*mass!*
© Change International 2014
Mobilising people for Change!
20
Execution
Core phase
Sample Roadmap for a change process
Steering Committee
Change Barometer
Senior Mgmt Info Market
Division Info Market‘s
Department workshops
Co-operation - Workshops
Execution
Communi-cation
Q4 / 13 Q1 / 14 Q2 / 14 Q3 / 14 Q4 / 14
Get-Together Top Mgmt
1 2 3
A B C
20
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
21
The*leadership*cascade*
Local / national / regional town hall’s, facilitated by managers „alignment“ of all employees
Central town hall with all managers: Leadership team Senior executives communicate strategy and goals
Creating accountability on the individual level Annual performance management dialogue & achievement of goals
Executive offsite with all senior executives values - principles - goals - strategies
Board Creating strategic alignment / offsite
facilitates
facilitates
facilitates
Mea
surin
g th
e su
cces
s
© Change International 2014
Mobilising people for Change!
22
The*Change*Barometer*©**(sample*–*everything*can*be*changed*by*leadership*behaviour)!
... d
efin
itely
no
... to
a la
rge
exte
nt n
o
... to
a s
ome
exte
nt n
o
... to
som
e ex
tent
yes
... to
a la
rge
exte
nt y
es
… d
efin
itely
yes
1 I have a clear understanding of the goals of this change process
2 My direct boss actively cares and helps to solve problems that hinder us to change
3 I have the opportunity to bring in my own views and strengths
4 I know what is expected from me during this change
5 I think we are making progress
6 I think the changes show some positive effects already
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
23
The*Change*Barometer*©**(Cockpit*for*every*leader’s*unit)!Change Barometer
Report für Ages Gesamt 18.02.14Seite 2 von 22
© Change International 2012
- 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + - 0 + 04% 73% 23% 4% 72% 24% 3% 71% 26% 5% 74% 21% 5% 78% 17% 2% 70% 28% 4% 76% 21% 5% 76% 18% 5% 70% 25%
na 2% na 2%
Einschätzung vs. Veränderung
Verteilung der Antworten
na 2% na 2% na 2% na 2% na 2% na 2%na 2%
5% na 5%
Change since last survey
Change Score Motivation Understanding Environment Skills Leadership Self Effectiveness Optimism
2,19 2,20 2,23 2,17 2,12 2,25 2,17 2,13 2,20
4,5 ø 4,5 ø 4,6 ø 4,3 ø 4,3 ø 4,3na 5% na 5% na 5%
ø 4,4 ø 4,7 ø 4,4na 4% na 5% na 6%na 5% na
Actual situation
Change Score Motivation Understanding Environment Skills Leadership Self Effectiveness Optimism
74% 75% 77% 72% 73% 78% 74% 72% 72%
ø
4,00
5,00
2,00 3,00
Einsch
ätzun
g
Veränderung
Change Score
Motivation
Verständnis
Umfeld
Fähigkeiten
Führung
Selbst
Umsetzungseffektivität
Ergebniserreichung
X
Change Barometer
Report für Ages Gesamt 18.02.14Seite 5 von 22
© Change International 2012
Skala
1 Messpunkt
2 Messpunkt
3 Messpunkt
4 Messpunkt
Skala: 1= trifft absolut nicht zu; 2= trifft überwiegend nicht zu; 3= trifft eher nicht zu; 4= trifft eher zu; 5= trifft überwiegend zu; 6= trifft absolut zu Verbesserung gegenüber der vorherigen Messung Verschlechterung gegenüber der vorherigen Messung
Q 2Q 4 G G G G G G G
Q 3 G G G G
G G
Self Effectiveness Optimism
Q 1 G G G G G
Change Score Motivation Understanding Environment Skills Leadership
G G G G
Development Q2 -> Q3 -> Q4 -> Q1
3,9
4,0
4,2
4,5
3 4 5 6
4,0
4,0
4,2
4,5
3 4 5 6
4,0
4,1
4,4
4,6
3 4 5 6
3,8
3,8
4,1
4,3
3 4 5 6
4,0
4,0
4,1
4,4
3 4 5 6
4,2
4,2
4,4
4,7
3 4 5 6
3,9
4,0
4,2
4,4
3 4 5 6
3,9
3,9
4,1
4,3
3 4 5 6
3,7
3,8
4,1
4,3
3 4 5 6
© Change International 2014
Mobilising people for Change!
24
Open
Space World Café …
facilitated workshops
Mobilizing the “critical mass”
Motivation Esprit de corps & engagement Action plan
Visible commitment from management
Visible commitment from “Change Agents”
Engagement can be be “staged” !
Info-Market
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
25
It’s*all*about*leadership:!
http://www.youtube.com/watch?v=GPeeZ6viNgY
© Change International 2014
Mobilising people for Change!
26
Further info – and keep in touch:
ISBN 978-3-00-021326-7
9 783000 213267€12,00 [D]
iintMi!dzynariiintintinternacional
altt alininINTERNATIONAL
tternatinternacion
nnnnnnntttatna tiThe services and programs outlined in this
International Business Development Handbook,provide you with the necessary understandingand skills required to deal with increasinglycomplex organisational issues as we globalize.Comprehending cultural differences is one thingbut knowing to apply international humanresource and organisational developmentpractices, have an even more vital role forsustainable business relations, for the productivityand effectiveness in the global marketplace.More than 25 years of experience in HumanResource and Organisational Development havemade Change International Ltd. specialists in international training & consulting. In this
handbook, we present some tried and tested tools,ideas and concepts, which can easily be tailoredto your needs in different countries as well as indifferent languages. The body of the book includes in one part thedescription of the offered services & systems andin the other part valuable information to simplifyyour international work: HR terms and usefulphrases for small-talk and correspondence in 15in different language, necessary links for yourinternational work, country information andothers.
Our Mission: “Helping you to achieve your goals!”
Understanding leads to better decisions and business success.
INT
ER
NA
TIO
NA
L B
US
INE
SS
DE
VE
LO
PM
EN
T H
AN
DB
OO
K
I N T E R N AT I O N A LB U S I N E S S D E V E L O P M E N T
H A N D B O O K
Job aids, Consulting, Coaching and Training Programmes for International Success
Headquarters:Change InternationalAlexandra House, The Sweepstakes Ballsbridge, Dublin 4, Ireland
German Office:Change InternationalTristanstraße 26, 80804 München, Deutschland
KK_AG • Change International Ltd. Consulting & Training Germany • Tristanstrasse 26 • D - 80804 Muenchen • GERMANY • Phone: +49 5407 0000 • FAX: +49 5407 0002 •
Headquarters: • Dublin / IRELAND • Branches: - Munich - Hamburg - Berlin - Andernach - Aschaffenburg - Stuttgart / GERMANY • Mittersill / AUSTRIA • Mobile: +49 172 9334190 • E-Mail: [email protected]
Website: http://www.ci-l.com
Reg. Nr. 3931 QM L! E! A! D! 1! N! G! AG!
A member of Proposal Version 1.0
Benchmarking Human Resources Development
Lt.General Dhahi Khalfan - UAE Dr. Charles Savage - USA Dr. Ebrahim Al DossaryProf. Dave Ulrich - USA Prof. Wu Zhiqiang - China
© Change International 2014
Speaker: Guido Betz – CEO Change International Mail: [email protected] • Mobile: +49 172 9334190 • www.ci-l.com
© Change International 2014
Mobilising people for Change!
27
•" MA Management Development •" Psychological Operations (USA) •" Continuous professional development in
the US and UK
•" Leadership development •" Organisational development •" Strategy development •" Implementation of HR systems •" Continuous improvement •" Intercultural business
•" Service Industries •" Retail / Wholesale utilities; Logistics •" Government / Military / Police •" Chemical, Oil, Pharmaceutical •" Financial services
•" Since 1982, he has been working in the field of human resources / organisational development, amongst others, he has experiences as line manager for 7 years
•" 1991 foundation of Kommunikations-Kolleg AG •" Since 2007, he is CEO of Lead1ng AG, Holding
of Kommunikations-Kolleg AG and Change International Ltd.
•" He is vice chairman of the VitaPlus AG supervisory board
•" Senior management development •" Strategy workshops •" Change management •" Large group interventions •" HR strategy •" Teambuilding
Nationality: German Working Languages
Mr. Betz is CEO of the Lead1ng AG, Holding of KKAG and Change International. He holds more than 30 years of experience in strategic HR, HRD and OD consulting as well as training and development. Mr. Betz is an author of numerous publications in HRD and OD. He is conference speaker at ASTD, CIPD, World HRD, Learning Company, MCE Europe and Management Circle. He also is a LTC (Inf) in the German Army Reserve and member in the Change Management advisory board of the German Ministry of Defence.
Guido Betz
3M • ADIDAS • Alfred Kärcher • OILTANKING • BASF • DHL • Daimler • Continental AG • RWE DEA • SAP • Danone • EADS • Festo • German Armed Forces • Basell • Lafarge • SONY • SAP • Oracle • Schott AG • SGL Carbon • Thomas Cook • PUMA • Thyssen Krupp • HUGO BOSS • CASSIDIAN • Lufthansa • Peugeot • KPMG
Academic Background Professional Experience
Special Areas Of Expertise Project Experiences
Remarks
Focus Industries References (selection)
© Change International 2014
Mobilising people for Change!
28
Thank you for your interest! Please visit our website in 14 languages
www.ci-l.com
Helping you to achieve your goals