2. 2 views of transformational2 change Organizational Personal
A process of A process of adjustment implementing changes to
changed across organizations conditions, adoption of Requires: new
behaviors Clear strategic Requires: imperatives Clarity of why
change Top leadership support, needs to happen Project management
Understanding of structure, personal attitude to Decisions on
change structural, personnel Commitment to personal and cultural
issues behavioral roadmap com-towers GmbH confidential
3. Organizational Transformations3 The key to organizational
transformation is a thorough and consistent process, which
recognizes both the Change Transformation organizational and
personal aspects of change management com-towers GmbH
confidential
4. Dependencies and success4 factors Top Manageme nt support
Resource Understanding and the current manage as culture and a key
business drivers project Behavioral Active Change Communic Roadmap
ations com-towers GmbH confidential
5. Phases of Change Process 1 Organizational Emphasis5
com-towers GmbH confidential
6. Timeline Phase 16 Defining Transformation Event 1 Master
Plan Day 1 + 90 As Is Day 1 + 60 Diagnostic Days 20 - 50 Planning
Day 1+20 Realization Day1 com-towers GmbH confidential
7. 1. Change Realization Day 17 Triggered by an external event:
Reorganization Merger or acquisition New management New product
Market shift (threat or opportunity) Realization by management that
a new direction is needed com-towers GmbH confidential
8. 2. Planning8 Marshaling of views and opinions Seeking
internal and external partners Brainstorming the situation,
visioning of outcomes Setting up a change team and structures:
SteeringCommittee and work groups Master Plan high-level adoption
Starting to discuss the need for change com-towers GmbH
confidential
9. 3. As Is diagnostics 9 Launch Surveys Focus Groups Feedback
Analysis Final and Sessions Report interviewsAnalyze capabilities
Conduct a Standard and Conduct focus Validation of results Process
andneeded to achieve diagnostic survey customized Reports groups to
test with senior analyze results.strategic goals. Conduct
interviews organizational management with detailed with Senior
culture and Compare to analysis:Agree Measurement Conduct external
Benchmark data. Executives: capability levels Cross
comparisonmatrix customer analysis Company history (the view form
Design a gap againstCustomize analysis and Strategy outside the
measurement Matrixquestionnaires and development needsworkshops to
Operations organization Benchmarksorganizational Leadership Propose
suitable comparisonsmeasurement matrix Aspirations organizational
changes Organization designMake a choice of Expectations and
developmentdiagnostic method: needs proposalssurveys
and/orinterviews com-towers GmbH confidential
10. 4. Transformation Master Plan10 Control of Culture Change
through a Detailed Master Plan Establishment of PMO (Project
Management Office) Work streams identified with leaders appointed
Scoping of work stream workload with milestones and deliverables
identified Establishment of content and organization committees for
the Defining Event com-towers GmbH confidential
11. 5. Defining Event111 A catalyzing event to indicate the
before and after boundary Focuses attention of stakeholders on the
specifics of change and engages them in the transformation process
Typical topics: New vision and values New strategy and roadmap for
implementation New culture and behaviors Typically involves top 10%
of the organization, with follow up communication events for next
level of management com-towers GmbH confidential
12. Deliverables of the Defining12 Event Defining Defining
Event is a tool to swing the Event pendulum in the direction of
desired establishes a change clear boundary Draws a clear line
between the past between the and the future past and future. It is
Communicates the transformation now clear to roadmap to a wide
audience us that the management Articulates what needs to change
and is committed how it will happen to make this happen Commits top
management to a time- bounded program Participant feedback
com-towers GmbH confidential
13. Phases of Change Process Phase13 2 Personal Emphasis
com-towers GmbH confidential
14. Timeline Phase 2 (Personal14 Aspects) Ensuring continuity
ongoing Culture Change Workshops Defining Event 2 Days 121 - 170
Day 1+120 Change Development Days 90 - 120 com-towers GmbH
confidential
15. 6. Change Development15 Intense decision-making period
between defining events 1 and 2 Typical tasks: New structure
confirmation and appointments to new roles Developing a new
behavioral model how the new culture will look, what stakeholders
will stop and start doing for the transformation to occur Preparing
for the roll-out of cultural change workshops to install the new
behavior model Informative and frequent communications maintaining
the momentum com-towers GmbH confidential
16. 7. Defining Event 2 the New16 Culture Fulfillment of
commitments given at DE1 - structural changes and new process
rollouts Launching the new culture and behaviors Management driving
change through the organization empowering the next level of
leaders Culture change workshop for the top management initiating
the rollout across management and key customer-facing functions
(e.g. sales, logistics) com-towers GmbH confidential
17. 8. Culture Change Workshops17 Explaining the process of
personal change: Organizations dont change people do Chaotic
processes have rules (e.g. butterfly effect small changes at the
start of the journey can have huge consequences) Behavior is habit,
and can be changed Participants develop a commitment roadmap, using
a common template clear public statements on what they will stop
and start doing com-towers GmbH confidential
18. 9. Ensuring continuity18 Transformation process is
supported by a number of interventions, the objectives of which
are: Support of the new behavioral model and the common language of
the organization: Publications supporting personal behavioral
commitments (follow-up of culture change forums) Monitoring of
behavioral commitments as part of employee development reviews
Development of change management skills of middle managers though
training and corporate project assignments Communicating success
stories Symbols and recognition events Change monitoring and course
corrections com-towers GmbH confidential