Change your business with confidence

Breakthrough Consultancy Enterprises Limited © 2012 [email protected] 1

Change Your Business with Confidence

This presentation is an overview of what makes a business change

exercise successful


Business ChangeUnique situation

Many change models One change model – NO CHANCE

How did we get here?

• Organisations and people are

unique – each behave in their

own way

• Different demands require

different change approaches

• No escape from multiple

initiatives in most situations

• Appropriate model for 3 change

types

• Decide which are the major

determinants of success

• Select the best model

• Still field more than one

initiative to increase probability

of success

• If you have to choose, consider ...

• People centred and behaviour

based

• 3 stage: unfreeze, change,

refreeze

• Easy follow-on reinforcement for

sustainability

• 70% of organisational transformations fail – even small changes do not go well

• Why? Because too many crucial elements in the change process are ignored or treated lightly

• There is no alternative in the modern world but to change


Why change at all? It’s the way of the

modern world!

Since change is mandatory, make sure you know which change type you are in and

what areas are affected most!


Time

Developmentalchange and continuous improvement

Transitionalchange

Transformational change

Old state

Newstate

Birth

Success

Growth

Chaos

The Pit

Transformation –mindset forced to shift

Emergentorganisation

Wake-upcall

Transition

state

Different scales and approaches


Change has many, diverse causes; each

situation is different and unique.

Organisational economics and behaviour

show multiple factors and determinants.


Tight coupling in organisations

Individual

WholeOrganisation

Work unit

environmentExternal

environment

organisationalIndividual and

organisational performance

LeadershipLeader-ship

Managementpractices

Managementpractices

Work unitclimate

Work unitclimate

MotivationMotivationTasks andindividual

roles

Tasks andindividual

roles

Individualneeds and

values

Individualneeds and

values

StructureStructureSystems:

policies andprocedures

Strategyand

mission

Strategyand

missionCulture

Transformational factors

Transactional factors


Make the change solution specific to each

unique situation

Synchronisesenders

andreceivers

Navigate the change

process step by step

Solve the whole problem - the right answer

is not enough Scale tooperational,transitional,

transformationalchange

Communicateand act to value

systems – address ‘why’

Gain authorityfor change andpredict success

Match resistanceand

disrupt comfort

Must we satisfy all 7 areas? For sure in transformation!

Prosci’s 7Principlesof Change


Many change models exist. How do we choose

the right one?

Pick a change mechanism

– or select a coordinated approach to fit the unique situation!


Systems

Change techniques

Operationalreadiness

Governance

Pilots

Master plan

Appreciativeenquiry

Change management

Phased implementation

Knowledge

Process maturityQualitymanagement

Business impact analysis

Communications

Training

Load management

Resistancemanagement

Service design

Integratedmodel

Factoranalysis

Guiding coalition

Urgency

Vision and strategy

Empowerment

Reward challengeand winning

Internalisation andinstitutionalisation

Resilience

Service managementBusiness process

management

Organisationalmanagement

Behaviouralmanagement

Sponsor roadmap

Mentoring

Coaching


Choose an overall change model

Strategic Social

Technical Administrative

PeopleOrganisation Everything

Adkar

Kotter

Albrecht

Nadler and Tushman

Kilmann

Behavioural

Pettigrew

Lewin

Conner

McKinsey 5S

Andersen Competency

Cartwright cultural transformation

Competing values

Lean practice Quality management

Burnes

Anderson and Anderson

Emotional intelligenceKanter

Prosci

Katzenbach

Senge

Six Sigma

Viable system model

Janssen

Manufacturing control

Service management

Programme/project management


Problems of choosing

• Confusing array of model options and change mechanisms

• Imperfect fit to what is needed in each unique situation

• Gaps in the change solution e.g. organisational leadership

• One model rarely covers all required areas

• Too high level – no direction or templates

• Too specific and prescriptive – no flexibility

• Not enough detail to support selection e.g. lack of case studies

Good luck!

Change your business with confidence

Business

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