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