Skills and knowledge needed for managing change

TEAM 8 presentationPeople Organization and Technology, DM918University of Strathclyde

Radoslava ToshevaDarpan SampatAhmad MughiCarles Debart Patrick O`ConnelAytug Suvari

MENU OF THE DAY

1 542 3

Change manager competencies

By Ahmad Mughni

Kotter’s framework and skills

By Carles Debart

Case study 2: IBM

By DarpanSampat

Case study 1:Siemens

By RadoslavaTosheva

Class activity

By Patrick O`Connell

CHANGE?

CHANGE?

WHICH MANAGER MAY LEAD THE CHANGE?

1

2

3

Program manager

Project manager

Change manager

It depends on:

The degree of behavioural change required in the organization (how deep is the change)The supportive culture and/or leadership (how is the organization prepared for change)

11

Leadership

WHAT SIMILAR COMPETENCIES HAVE PM and CM?

22

33 44 55 6677

88Team development and selection

Stakeholder management

Communication

Cultural consideration & Cross cultural skills

Decision making

Planning: cost, time, risk, quality, scope

Project management skills

WHAT DIFFERENT ACTIVITIES ARE THEY SPECIALIZED IN?

2. Project definition

3. Team development

4. System assessment

5. Issues resolution

7. Strategic decisions

8. Preparation of work environ.

9. Project closing

6. Vendor management

PROJECT MANAGER1. Managing resources

2. Changing organiz. culture

3. Preparation of users

4. Organizational structure

5. Political diffusion

7. Selling the change

8. Involvement in process analysis work

9. Training and education to affected staff

6. Impact analysis

CHANGE MANAGER1. Changing behavior

VS

CHANGE MANAGEMENTplus

PROJECT MANAGEMENT

PROJECT MANAGEMENTwith

Some change management skills

PROJECT MANAGEMENT with strong

change management skills

orPROJECT MANAGEMENT

plus CHANGE MANAGEMENT

DEGREE OF BEHAVIOURAL CHANGE REQUIERED

SUPP

ORT

IVE

CULT

URE

AN

D L

EAD

ERSH

IP

DEGREE OF CHANGE AND TYPE OF MANAGEMENT REQUIRED

Depending on the degree of change more than one manager could be necessary

PROJECT MANAGEMENT with strong

change management skills

orPROJECT MANAGEMENT

plus CHANGE MANAGEMENT

WEAK

STRONG

1 2 3 4

FACILITATING CHANGE

• Knowledge on principles of change

• Knowledge on organization environment

• Focuses on Business

• Assessing readiness of employees

• Culture awareness

KEY COMPETENCIES AND SKILLS FOR MANAGERS TO IMPLEMENT CHANGE I

STRATEGIC THINKING

• Communicates and develops a clear vision

• Monitors organizational readiness

• Strategic view

• Sustainable outcome, allowing future changes

• Analytical thinking

• Holistic perspective

• Decision Making

• Customer & stakeholder focus

• Professional presence

• Use of networks

• Interpersonal style

THINKING & JUDGEMENT

INFLUENCINGOTHERS

5 6 7 8

COACHING FOR CHANGE• Knows about adult

learning principles

• Analyses the needs

• Increases the organizational capability

• Acts as a role model

• Trains not only for change but for stabilization of change

PROJECT MANAGEMENT• Develops an

integrated plans

• Monitors and manages the progress

• Manages cost, risk and opportunity

• Reviews the project outcome

• Builds relationship

• Demonstrates empathy

• Expresses ideas effectively

• Structures correctly written communication

• Measures effectiveness of communication

• Personal responsibility

• Prioritizes

• Manages time

• Is resilient

• Is flexible

• Has emotional intelligence skills

COMMUNICATION

SKILLSSELF

MANAGEMENT

KEY COMPETENCIES AND SKILLS FOR MANAGERS TO IMPLEMENT CHANGE II

9 10 11

FACILITATION IN MEETINGS• Designs activities

• Creates a participatory environment

• Structures meetings and workshops

• Takes responsibility

• Employs facilitation tools for planning, monitoring and solving issues

PROFESSIONALDEVELOPMENT• Continuously seeks

for new updates in the CM science

• Integrates new skills

• Promotes the change management science

• Identifies the needs on change

• Prepares a training plan

• Works close to organization owners for the delivery of solution

• Evaluates the effectiveness of the change

SPECIALIST EXPERTISE

KEY COMPETENCIES AND SKILLS TO MANAGERS TO TO IMPLEMENT CHANGE III

DEVELOPING SKILLS FOR CHANGE. KOTTER’S FRAMEWORK ANALYSIS

WHAT COMPETENCIES ARE NECESSARY FOR EACH STEP?

WHAT COMPETENCIES ARE NEEDED FOR EACH STEP?

1 4 5 7

1 3 4 5 6 7 11

1 2 4 7

4 7 8

2 3 66 7

1 6

1 9 10

THE CEO OF SIEMENS ON USING A SCANDAL TO DRIVE CHANGE

PETER LOSCHER

“But as I always remind anybody who is listening, never miss the opportunities that come from a good crisis – and we certainly didn`t miss ours.”

THE DAILY NEWSwww.dailynews.com THE WORLD’S FAVOURITE NEWSPAPER - Since 1879

CASE STUDY : SIEMENS STORY

CASE STUDY : SIEMENS STORY

How can you continually adapt to the changing world we are in right now?HOW HE DID IT …

3

5 Streamline and simplify their global operating units

1 Getting to know the company and change how it was organized

2 Fundamentally changed the managing board and how do they made decisions

4 Managing board was a good mix of experienced people who came below in the organizations.

7 Remove two-layer system in operations

6 Group country operations into fewer clusters.

One person who is accountable for global performance

Replaced:80% of the top level

of executives70% of the next level down40% of the level below that

CASE STUDY : SIEMENS STORY

How can you adapt continually to the changing world we are in right now?HOW HE DID IT …

8 One person is accountable for global performance

9 Quarterly based meetings were created

10 An environmental portfolio was introduced

11 Significant increase in R&D spending

12 Customer driven culture

13 Diversity

CLASS ACTIVITY:

Ready to change?

THANK YOU!- Any questions? -

END OF THE SESSION