MANAGING
ORGANIZATIONAL
CHANGE
I N A WO R L D O F C O N STA N T C H A N G E , T H E
SPOILS GO TO THE NIMBLE.
More jobs
More participation in
decisions
More flexible work
arrangements
More leisure time
More information
More rights
Professional growth
Technology
Psychological contract
Automation
Employee motivation &
involvement
More broadly-skilled
employees
Employees willing to work
where they are needed
More freedom to pursue
company aims
More legislation
controlling industry
More collaboration
with employers
WHAT DRIVES CHANGE?
C o mpeti tion
Unions
Te c h n o logy
Politics
L e g i sla tion
Social/ I nternal Values
E c o n o my
At t i t u d e s o f E mp l oye e
Regulator s
Demograp hics
Culture
Customer
Focus
Globalization
We live in an era of risk and instability and
the ability to read and act on signals:
• To experiment
• To manage complex systems
• To mobilize
CHANGE
• Correct diagnosis of the nature of the
change challenge
• Early development of shared
understanding
• Enrichment of shared understanding
GUIDING CHANGE
• Establish a sense of urgency
• Create a limited and focused strategies
agenda
• Rapid, strategic decision making and
deployment
SPEED
• Identification and management of
sources of resistance – securing a
favorable balance of power throughout
the organization
• Utilizing key organizational enablers
• Demonstrated leadership commitment
MOMENTUM
• Plays a major role in organizational
change
• Procedure & processes remain
important
• People have to understand what is
happening or what is going to happen
COMMUNICATION
• Each step of the change process
requires communication
• Designing change is not possible without
documenting its necessity
COMMUNICATION
If you do not have communication, you:
Destroy commitment
Damage employee morale
Generate huge resistance and hostility
As a change agent, what are you going to
use?
• Mission of the organization
• Vision of the organization
• Key stakeholders
• Benefits of change
• Total involvement
CHANGE
Being a change agent is:
• Setting a new leadership style
• Creating a shared vision for quality results
• Establishing process improvements
• Fostering employee buy-in
• Specific management of results
• Incorporating training
• Continued improvement
CHANGE
Also known as “Hardware”
• Rules, policies, procedures
• Span of control
• Communications processes
• Organizational structure form
• Process flows
• Equipment change
• Information systems
ORGANIZATIONAL PROCESS
Also known as “Software”
• Transforming behavior
• Knowledge, skills, abilities, or other
characteristics
• Reward systems
• Training
PEOPLE
Managing change means having
the right people on board that will:
*not only deal with change, but
pursue it!
SUCCESSFUL CHANGE
One more question:
What happens when a key person leaves?
• Vulnerability
• Knowledge is lost
• Continuity interrupted
• Morale and motivation decline
Succession Planning in Change:
• Talent management
• Ongoing process
• Identifying
• Assessing
• Developing leadership
• Inventory of openings
• Position criteria
• Potential candidates
SUCCESSION PLANNING
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History of employee
Management/technology competencies
Assessment
Development
Training
Educational experiences
Assignments and projects
Job rotation
Mentoring
Individual study
Volunteer work
Action learning
DEVELOPMENT