Change Managementthe human factor

Raymond TukkerMichel van Buren

Program

Introduction Michel van Buren 20 min

Business Case Raymond Tukker 20 min

Case Questions Raymond Tukker 5 min

Case Solving 30 min

Discussion Michel van Buren / Raymond Tukker

15-30 min

BLMC provides a contribution to the growth oforganizations.

We share knowledge, expertise and passion by providingadvice and people in the areas of logistics, supply chainmanagement, facility, purchasing and healthcare.

> Executive search & Development

> Interim-, Project- & Change Management

> Business consultancy

70 % of all organizational changes FAIL (Cozijnsen)

(anders veranderen, 2004 page 19)

Why?

BEHAVIOR determines success

Behavior determines success

FIGHT

FLEE

PARALYZE

BEHAVIOR determines success

Does 70% of BLMC change management projects fail?

Research Nicky van der Kramer Msc. 2009

SUCCESSFUL ORGANIZATIONAL CHANGE WITH THE USE OF AN INTERIM MANAGER

Does 70% of BLMC change management projects fail?

’There were some political tensions on the workfloor, the IM actively influenced this by talking to people, bring people to reason and be clear. In the end political tensions reduced significantly and this was very important to create a calm organization.’

‘You need people who trust you, believe in you and will follow your line of thought. You can not achieve everything yourself, but you need people to help you. Creating this was my first priority.’

All the factors that influenced success werebased on influencing the behavior of people

How to manage a CHANGE?

9 rules

dynamics of

thinking en doing

Basics of change management

sense of URGENCY

Basics of change management

MANAGEMENTLEADERSHIPDISCIPLINE

Basics of change management

Operational meeting

Change ManagerManaging team

departments

STURINGLEIDERSCHAPDISCIPLINE

Basics of change management

Operationeel overleg

VerandermanagerStuurgroep

afdelingen

MANAGEMENT

LEADERSHIPDISCIPLINE

MORE EXTROVERTRESOLUTEDISCIPLINEDCONTROLS CHAOS

Basics of change management

MANAGEMENTLEADERSHIP

DISCIPLINE

LEADERS KNOW THEIR SPECIALISM

Basics of change management

change means COMMUNICATION

Basics of change management

SYSTEMATICAL THINKING

Basics of change management

SYSTEMATICAL THINKING

TEAM

Basics of change management

Basics of change management

SYSTEMATICAL THINKING

FAMILY

formal versusINFORMAL organization

Basics of change management

a MANAGEMENTALaccordance

Basics of change management

FORMALINFORMAL

MANAGEMENTAL ACCORDANCE

SYSTEMATICALTHINKING

MANAGEMENT LEADERSHIP DISCIPLINE

COMMUNICATE

URGENCY

EXPERTISE

THINKING & DOING

BEHAVIOR

Next; business case by Raymond Tukker

Case solving

Please tell us your approach!

Case solving

1. Install interim Project Change Manager and create Project Structure(systematical thinking)

2. Replace key players in the structure(systematical thinking)

3. Install project team responsible for change management with key players;

> Board member(s)> Interim Project Change Manager, Production Manager, Logistic Manager &

HRM Manager

(management, leadership and discipline)

Case solving

Case solving

4. Conduct interviews at all levels (communication)

5. Define actions and quick wins at all levels

(thinking & doing)

6. Make communication plan and initiate two-way communication (positive and negative)

Communication through meetings, newsletter, one to one meetings; 70% of change is communication!!!

7. Appoint Key Performance Indicators and communicate, measure and show results (sense of urgency)

8. Manage directly on daily basis (not coaching!)(management, leadership and discipline)

Case solving9. Take time for the HR process and be very secure by HR

matters!

(reduce fear)

10. Solve all (technical) logistic and SCM issues

(leaders know their specialism)

Result =

Successful Change!

FORMALINFORMAL

MANAGEMENTAL ACCORDANCE

SYSTEMATICALTHINKING

MANAGEMENT LEADERSHIP DISCIPLINE

COMMUNICATE

URGENCY

EXPERTISE

THINKING & DOING

BEHAVIOR

THANK YOU FOR YOUR ATTENTION