Post on 31-Dec-2015
Mind changeRole changeand future change
Warm up exercise
Grouping High grade Low grade
Mind change
0 8 8 6 5 7 5
7 7 4 6 3 6 3
3 5 1 5 6 8 3
4 7 8 9 7 9 0
5 6 7 7 6 3 8
3 5 6 7 8 9 0
4 6 7 8 7 8 4
Question
Question
HOW MANY 6 ?
0 8 8 6 5 7 5
7 7 4 6 3 6 3
3 5 1 5 6 8 3
4 7 8 9 7 9 0
5 6 7 7 6 3 8
3 5 6 7 8 9 0
4 6 7 8 7 8 4
What do you see?
Role change
ICU question
Future change
Vision Resources Personalities
Blue Ocean Flat world
My change
Radio DJ EMBA student TV host Media trainer Motivation speaker Team builder NLP practitioner Book writer
Sleep Cursory reading Memory technique
Your change
1. 2. 3.
From part 1 to part 2
Take action But how?
Leader of this century
Vision F.. C.. X..
Communicate your vision
+ - X ÷
+
Know your existing method + 1 means + 1 angle + 1 sense
_
Set your goals Cut your goals
X
Find out your past glory Find out the model
÷
Find out the best acceptable way
Vision alignment 7s
Shared value Skills
Staff Structure Strategy Style system
StructureStructure
StrategyStrategy
SkillsSkills
SharedSharedValuesValues(culture)
SystemsSystems
StyleStyle
StaffStaff
The McKinsey 7-S Framework
Target alignment
Buddy Set own target
Smart Specific Measurable Aspiring Realistic Time-limit
KEY CONCERNS IN STRATEGIC MANAGEMENT
How do we behave? culture & conduct
Where are we now?
Why do we exist as an organisation?
Where do we want to be? What do we want to achieve?
Are we there yet?
Are we successful?
How will we get “there”?
Key dimensions of change
Objective---why? Content----what? Process----how? Context ----where?
CONTENT – WHAT CHANGE IS NEEDED?adapting the McKinsey 7S framework
Strategy
Structure & Systems
Knowledge & Skills
Shared values & (mgmt) style
Extent of PlannedIdeal Current Change Actions
TQM versus BPRTotal Quality Management (TQM) was
developed in the 1940s. It aims to improve the quality of manufacturing and service. It focuses on obtaining continuous feedback to make improvements incrementally and gradually refining existing processes over the long term.
Business Process Re-engineering (BPR) became popular after publication of an HBR article in 1990 and the book "Reengineering the Corporation” in 1993. It aims to improve business performance dramatically by radically rethinking the goals of an organization and redesigning work and business processes from the ground up rather than simply using IT to automate existing tasks and functions.
METHODS TO DEAL WITH RESISTANCE TO CHANGE
based on Kotter & Schlesinger (1979) HBR
Approach Key Action Pros & ConsEducation + Explain the need for Better understandingCommunication and logic of change but time-consumingParticipation + Democratic planning More commitmentInvolvement & design of change but time for consensus
Manipulation + Political allocation May impair change +Cooptation of change process roles lower morale
Facilitation + Offer to retrain and Builds morale but $$$; Support assist those affected Can still failNegotiation + Negotiate with Others may then put aAgreement key resisters price on compliance
Explicit/implicit Threaten negative Can anger people +Coercion consequences (job loss) really lower morale