美世《Managing Transformation and Change in Organizations》34页.ppt

Managing Transformation and Change in OrganizationsThe People Programme - II May 2, 2003 New Delhi Agenda The Reality about Change and Transformation Stories from the “Front lines” The Keys to Success The Reality about Change and Transformation Change makes you better, transformation makes you different Change is: Incremental Focused on improving performance of existing business ‘Catching up’ About bottom-line management Examples of change processes: Reengineering Restructuring Benchmarking Change makes you better, transformation makes you different Transformation is about: Creating a unique future Changing the rules of engagement Top line management Examples: Dell Canon Microsoft Common characteristics of the change and transformation processes A clear, compelling and shared vision of the future ‘Fixity of purpose and constancy of effort’ A roadmap Acquisition and creation of new competencies Sensitivity to people issues The Change may not be planned … but our reactions to it can be How successful are change efforts in organizations ? Why do Transformation or Change efforts fail ? A hard look at how the change process works The Reality…common errors made by organizations Not establishing a Great Enough Sense of Urgency Not Creating a Powerful Enough Guiding Coalition Lacking a Vision Under communicating the Vision Not Removing Obstacles for the New Vision Not Planning for Short-term Wins Declaring Victory Too Soon Not Anchoring Changes in the Corporate Culture Stories from the “Front Lines” “Organization vitality and growth depend on the leadership’s ability to craft sustainable strategies, effectively communicate these and build internal capacity (and in doing so balance incremental and discontinuous change)”- Dr David Nadler Partner, Mercer Internal Change ChampionsThe best way to reduce resistance Communication workshops with internal functional team of “Experts” Development of the technical competency model through Expert panel process Detail