Managing Change and Innovation

Dr. Fred Mugambi MwirigiJKUAT

Introduction

Change and Innovation begins with strategic planning

Strategic planning is the process of identifying the corporate destination, working out the corporate roadmap from the present to the desired destination and filling the gaps backwards by allocating resources, actioning the roadmap and controlling the process

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Contd.

Strategic planning demands that we open ourselves to possibilities of radical changes in how we perceive, think, and act

We must stretch our horizons and widen our boundaries

Is liberty Bank just a citizen of Juba, South Sudan, Africa, or a citizen of the world?

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Shifts to Transformation

To move forward we must plan to transform both ourselves and the organization

We must trigger shifts in corporate philosophy and values and in the numerous structures and organizational arrangements that shape our current position

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Contd.

The process of transformation is essentially a death-and-rebirth process

It is a movement from what is to what is not but should be

The movement must begin with a change of mindset

Only then can the organization begin to shift

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It’s a movement. it begins in the mind!

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Closed-up status- quo-oriented Mindsets

Open and receptive mindsets

It’s a movement…

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Growth stagnation

Focused Growth with clear objectives

And milestones

It’s a movement…

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Shrinking Resource Base

Growing and sustainableResource

Base

It’s a movement…

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De-motivated inactiveWorkforce

Engaged and motivated workforce

It’s a movement…

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Ineffective andinefficient

technologies

Cutting edge Objective-driven

technologies

It’s a movement…

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Hierarchical Bureaucratic Structures

Flat efficient Structures

It’s a movement…

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Individualistic performance

Team Performance

It’s a movement…

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Market Irrelevance

Market Leadership Orientation

The difference between success and failure is the mindset of the person

What we can visualize we can achieve

Visualize the following….

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Possibilities for a city/ university

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Rediscovering our Mission

What business are we in

Who are our customers

What are their real needs

Do we, in serving them, truly

solve their problems

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Key Aspects

Strategic thinkingOpenness to possibilities Resource allocationMeasurement of resultsLessons for reinvestment

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Pyramid of strategic thinkingPyramid of strategic thinking

Stages are interrelated and interlinked

Vision

Mission

Strategic Goals

Strategic Objectives

Performance Indicators

Activities/Projects

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Strategies, Goals and Policies

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Vision

Medium term objectives

Mission

Strategic Objectives

Short term objectives

Operational Policies

Grand Strategy

Tactical Policies

Strategic Policies

Tactical Strategies

Operational Strategies

C.Vs C.Vs

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Key Questions in the change process

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StageStage OutputsOutputs

Where are we?Where are we? External environmental analysisExternal environmental analysis Internal environmental analysis Internal environmental analysis

Where do we want to go?Where do we want to go? New vision, mission & core valuesNew vision, mission & core values Strategic objectivesStrategic objectives

HOW do we get there?HOW do we get there? StrategiesStrategies Results and operational plansResults and operational plans Required resourcesRequired resources

What practical next steps must be What practical next steps must be made to get there?made to get there?

Short-term budgetsShort-term budgets Short-term organizational, Short-term organizational,

managerial, HR, etc. decisions and managerial, HR, etc. decisions and

actions (“actions (“Quick Wins”Quick Wins”))

How do we monitor & evaluate the How do we monitor & evaluate the plan?plan?

M&E planM&E plan

Support structure

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Strategic Planning

Resources

Good-will

Shared values

Action Vision,

Mission, Strategic

goals Structures/

Systems

The transition

We plan in order to transform disjointed inputs into one whole that has capacity to solve customer problems

In Planning we begin from the known and then transit into the unknown

It is a challenging journey that requires unwavering commitment to the course

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From planning to reaping

Transition comes with challenges…..

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StrategicGoal

Setting

Strategy Development

and Implementation

Activities Results

Transition Challenges

StructuresSystemsProcessesPoliticsPeople (staff) External dynamics (shifts)Resources

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Transition results

Overcoming transformational challenges makes our company an adaptive organic company that respects and embraces learning and reciprocal interdependence

We stop working in cubicles (departmental boundaries) and start working in realization that we all need each other

An intricate web of interdependence (nested company) is then born

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Key Planning areas

Strategic Issues Strategic objectivesStrategies Activities

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Conclusion

Planning is not an activity but a processAs an organization we are as good as we

plan and follow through to action the plansPlanning must be aligned with current

realityBenchmarking is key to effective planning

and corporate growth

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We must always remember that change is the only constant in the world

If you don’t adopt or adapt to change you eventually become irrevant

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Thank you

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