A Book Review on Managing Change for Success

By,Atifa Tamkeen,RMBA/2015-02.

The Cover Page

Jeanne LamarshAuthors

Contents

1. Change-The Basics

2. Change As A Process

3. Roles and Responsibilities

4. Making The Change Work-Coping With the Pitfalls

5. The Safety Nets

6. The Master Action Plan

7. The Cycle of Change

Change-The Basics

The present scenario of technology development-the cyber communication.

Change-a fact of corporate life.

SuccessFailure

Embrace the change and be pro-actively prepared for it.

Attitude

Change is driven

Change Outside

Inside

What is Change Management???

The systematic process of applying knowledge, tools and resources needed to effect change to the people who will be impacted by it.

The most common obstacle of change-Human Resistance.

Change management-Who will resist? Types of resistance. Design strategies.

The Change Management Myths Is

managing change in

a considered

way necessary

…..???

No, not for everyone.Philosophy-”Let’s make it up as we go along.”

3 Myths:“People will always adopt to change.”“Our managers know how to manage change-it’s what we pay them to do.”“Change happens: you don’t have to manage it.”

Learning from Past Changes

Identify the resistance to change

Design the ways to

reduce the resistance

Devise a master

action plan.

Controlling the Change Process

Follow a balanced approach.

Change may be small-few people big-many people

Effective and smart control.

Who should manage change???

Sponsor – The person who sees to it that the change happens.

Change Agent – The person who plans and implements a change.

Target – A person who is directly or indirectly is affected by the change.

Change Advocate: A person who has the idea but doesn’t have authority to implement

The Steering Team- Gives direction to the change agents.

The Implementation Team – Change agents who are responsible for planning and implementing the change.

The Change Management Team – Special change agents who work for implementation team.

Change As A Process

Structure

Process People

Culture

Finding Reasons To Change

Moving Toward Tomorrow

The Bloomerton Insurance Company

Aligning The Future With The Business Strategy

Identify if the change aligns with the overall business strategy or not.

Also try to learn what other changes are happening.

Gaining Consensus

Clear idea of the changed world.

Ready to support.

What’s In It For Me??

Will I like the way of doing things?

Will I lose my job? How will my job change?

Will I have a different boss?

Will I have the same colleagues?

If I can’t work in the new way, what will happen to me?

The Delta StateThe state between today and tomorrow.

Determining the Speed of Change

Perception- Too short or too long.

Devise a calendar , schedule and adhere to it.

The Dip In The Delta

The negative impact on the day-to-day activities is called the-”Dip In The Delta.”

Level of sacrifice.

Living In The Delta State

The positive sides:

Work together towards a common purpose.

Brings in new practices.

Opportunity to show their commitment.

Roles and Responsibilities

Sponsor-The senior management-Authorising and providing resources.

Change Agents-People within organisation-skills in implementing.

Targets- People who have to change-Cooperation

Targets Have a Choice

Support or resist.

Adapt or get fired.

Enable targets to transform from targets to change partners.

Coaching Change Targets

Listen and respond.

Assure that the targets will be trained.

Risk takers & cautious people.

Making the Change Work-Coping with the Pitfalls

The Impact of the Past

Resistance is natural

Recognising resistance

Change reaction

Creating an info matrix

The Safety Nets

The rewarding plan

The learning planThe

Communication plan

Completing the Plans

Review the data.

Anything forgotten??

Cost that will be incurred.

Final master plan.

The Master Action Plan

Timeline

Reporting format

Process

The Cycle of Change

Change monitor-Say no to adopting old practices again.

Continuous improvement.

Exit Strategy: The desired state is the current state.

Identify the risks to the new changeMake a file of all aspects of change and store.

Celebrate your achievements.

Ask yourself……

•What did we do well??

•Improvements for next change process.

•Will people accept the next change.