Masterclass Managing Change - Day 2 Case Medupi and Case DHL
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Transcript of Masterclass Managing Change - Day 2 Case Medupi and Case DHL
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IMPROVED STRATEGIC MANAGEMENT CAPACITY
PROJECT
8.10.2013 - Ankara
Management of Change: Learning from International Best
Practices
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The Long Conversation : Aligning the Key Organizational Elements
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AgendaWorkshop Day 1
Morning
• Introducing Case 1: Constructing the Medupi Power Station.
• Refreshing the Org. Engineer Role & Leader Characteristics.
• Team working :
All teams prepare both questions.
Q1: Map org. elements. Is there any misalignment?
Q2: Assess leadership style.
3 teams --) Q1 presentation
3 teams --) Q2 presentation
• Timeline:
Reading: 20 min
Team discussion: 45 min
Presentation preparation: 15 min
Each team presentation: 5 min
Afternoon
• Introducing Case 2: DHL Ensuring people Involvement
• Team working:
All teams prepare both questions
Q1: Causes of the lack of commitment. What do you recommend to Bill?
Q2: How can you raise the level of importance?
3 teams --) Q1 presentation
3 teams --) Q2 presentation
• Timeline:
Reading: 20 min
Team discussion: 45 min
Presentation preparation: 15 min
Each team presentation: 5 min
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0. Take a comprehensive approach
The Long Conversation: Aligning the Key Organizational Elements
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The Long Conversation: Aligning the Key Organizational Elements
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The Long Conversation: Aligning the Key Organizational Elements
Strategy represents the purpose of the organization, in particular the value it intends to create for key stakeholders
Structure describes how people & assets are clustered in responsibility centers according to the nature of work, customers, etc.People and culture describe the skills and behaviors of people (including leaders), as well as their values and beliefs.
Business processes refers to the activities to be performed and coordinated in order to deliver value to stakeholders.
Technology comprises both tangible (systems and equipments) aas well as intangible (knowledge) assets that support processes.
Management processes consist of the systems put in place to steer the organization in the direction of its purpose.
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The Long Conversation: Aligning the Key Organizational Elements
The Instituto de Astrofísica de Canarias (IAC) is an internationalized Spanish research centre. It has two headquarters and two observatories set in an environment of excellent astronomical quality, both constituting the European Northern Observatory (ENO) .
The Instituto de Astrofísica is the main headquarters and normal workplace of the greater part of its staff. Here, astrophysical research and technical projects are developed. There is also a postgraduate school. The IAC also considers scientific outreach as one of its principal aims.
Change Program:Implementating Management Systems and IT to improve process integration and coordination within the organization and with external partners (other European institutions in Italy, Germany, France and the UK.
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edilmektedirThe Long Conversation:
Aligning the Key Organizational Elements
Mutual adjustment PEOPLEMANAGEMENT SYSTEMS & TECHNOLOGY
PROCESSES
STRUCTURE
• Greater decentralization and autonomy
• Greater inter-functional integration
• Role definition and incentives based on horizontal models
• Team work culture• Modification of
communication models• Changes in recruiting and
training procedures or needs
• Gains and losses in status
• Increase in information and material processing capacity.
• Standardisation of work.• Higher level of
interdependence and integration among tasks.
• Knowledge sharing practices
• Project-oriented approach
• Use of virtual platforms
• Use of ERP software.
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One of the goals early in the transition should be to identify potential misalignments:• Structure and strategy misalignment.
• Skills and strategy misalignment.
• Process and strategy misalignment.
The Long Conversation: Aligning the Key Organizational Elements
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The Long Conversation: Aligning the Key Organizational Elements
Leaders in government should be prepared to take on the
role of organizational engineers
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1. Improve performance against Agency Mission
The Long Conversation: Aligning the Key Organizational Elements
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Lack of CommitmentComplementary Information
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DPDHL Figures• DPDHL (Deutsche Post DHL)
• World’s leading mail and logistics group.
• Euros 46 billion in revenues in 2009
• Headquarters in Bonn, Germany.
• 220 countries
• 500,000 employees worldwide
• Top 10 largest employers in the World
• More than 1 million customer contacts per hour
• Move more than 1 billion shipments per year (5% global trade volume)
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The logistics companies will have to face some challenges in order to keep the competitiveness in the industry:
1. Keep the processes and cost structures lean and flexible.
2. The economy will not be able to grow again in an environment where government is hostile or indifferent to international trade. The threat of domestic protectionism will hit the economy recovery by reducing the volumes traded in the world.
3. The Asia’s role in global logistics will increase significantly to account for almost half of the worldwide market by 2008, with 46% of volumes traded. Logistics providers have to build capacity in order to catch up with the increasing importance of Asia.
4. More and more customers are demanding that their transportation and logistics needs be met in an environmentally responsible manner.
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Has First Choice been a successful initiative for process improvement?
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Critical Success Factors• CEO Support
• Corporate alignment
• Long-term perspective
• Employee engagement
• Methodology
• Clear roles and supporting organization
• …..
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Sponsor - Business Director Agrees country improvement
program & areas Reviews country progress
Process Owner- Site Manager Selects and supports the program Aligns initiative objectives with
Management team Conducts Gate reviews Ensures sustainability of results
PI Advisor / Initiative Champion Works with Senior Advisor on
selection and application of tools Works with the team through the
DMAIC phases and tools Supports the implementation of
improvements
Team Works during the complete
program to generate, test and implement solutions for improvement
Senior Advisor Supports Management in
definition of improvement areas and definition of program
Coaches PI Advisor, Process Owner, Project Leader and team on application of methodology
Ensures adherence to methodology
Project management of the program
Experts Provides expert knowledge to
initiative team if required
PI AdvisorInitiative Champion
Operations Team members
Process Owner
Senior Management - Sponsor
Senior Advisor(black belt)
Experts
Lean-Six Sigma Roles
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The Long Conversation: Building Organizational Capabilities
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FORMALIZATION
PERFORMANCE CONTROL:Variability Reduction
IMPROVEMENT
Process Improvement Journey
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FORMALIZATION
PERFORMANCE CONTROL:Variability Reduction
IMPROVEMENT
PI Capability
MAINTENANCE(Strategic Alignment & Monitoring)
INNOVATION
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+
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Tools and techniques for project management
Team working and change management skills
Project office as the support infrastructure for strategic management
Enablers for strategy success
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Change Formula
Change X Acceptance = E
E = Effectiveness
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Final Thoughts
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Oswaldo LorenzoProfessor of Management
Deusto Business School, SpainBlog: www.longconversation.com
@Lorenzooswaldo