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www.tbs-education.fr

Change Management and Business Transformation

Nicolas OSORIO LORA

Lecturer at TBS &Senior Consultant at P3 Group

Aerospace Management

Program for Air France

Industrie

http://www.tbs-education.fr/fr/toulouse-business-school/au-sujet-de-ecole/accreditations

Nicolas OSORIO LORA

What’s change

management?

Share one professional

experience in Change

Management on Business

Transformation

+ -

Why changing it’s so

difficult?

Part of the answer

it’s in our brains

structure

Brain's Structure – Daniel Goleman Top and Bottom mind*

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BOTTOM-UP MIND

• Faster in brain time

• Involuntary and automatic

• Intuitive

• Impulsive driven by emotions

• Executor of habitual routines

• Manager of our mental models of the world

TOP-DOWN MIND

• Slower

• Voluntary

• Effortful

• The seat of self control

• Able to learn new models

*Focus The Hidden Driver of Excellence; Daniel Goleman, HARPER 2013

Brain's Structure – Daniel Goleman Brain's Evolution*

8 *Focus The Hidden Driver of Excellence; Daniel Goleman, HARPER 2013


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“Cognitive efforts like learning to use the latest

tech upgrade demands active attention, at an

energy cost”.

“A surprising factor constantly tips the balance toward bottom-up:

The brain economizes on energy. “

*Focus The Hidden Driver of Excellence; Daniel Goleman, HARPER 2013



“But the more we run through a once-

novel routine . . .

… the more it morphs into a rote habit and gets

taken over by bottom-up circuitry”



EMOTIONAL HIJACKS: “Our attention narrows, glued to what’s

upsetting us. We fixate on what’s so disturbing and forget the

rest.”



Change the 20 years old ERP of the company

#$%&@!

Motivate others to action Stephen Denning*

14 *The leaders’s guide to Storytelling, Stephen Denning, Jossey Bass 2011

“The conventional management

approach is to give people reasons”

“Asking people to stop doing the things they know and

love doing and start doing things they don’t know about

amounts to asking them to adopt new identities.

The usual result?

Skepticism. Hostility. Siting on the fence”

CHANGE MANAGEMENT

What would you do to

facilitate the ERP

transition?

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BOTTOM-UP MIND

• Faster in brain time

• Involuntary and automatic

• Intuitive

• Impulsive driven by emotions

• Executor of habitual routines

• Manager of our mental models of the world

TOP-DOWN MIND

• Slower

• Voluntary

• Effortful

• The seat of self control

• Able to learn new models

MANAGING STAKE HOLDERS

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KEEP SATISFIED MANAGE CLOSELY

MONITOR (MINIMUM EFFORT)

KEEP INFORMED

Power

Interest

High

Low

Low High

GOOD PROJECT MANAGEMENT

Manage the triple constrain

Scope, Time, Cost, (Quality)

Good Project Charter

Clear definition of activities

Careful activities sequence

Good Communication Plan

Risk Management

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MANAGING THE TRIPLE FOCUS

18 *Effective Leaders Know the Science Behind Their Behavior, LinkedIn Mars 2016

1. INNER FOCUS

2. OTHER FOCUS (EMPATHY)

– Cognitive empathy allows you to sense how someone else thinks about the world.

– Emotional empathy means you resonate with how another person feels.

– Empathic concern is an ability to sense what someone else needs and express how you care about those needs.

3. OUTER FOCUS

“Empathy is crucial to

all forms of

relationships,

especially in the

workplace. Effective

leaders need to

exercise all three

forms of empathy on

a daily basis”

AN INPIRING STORY Springborn Story on knowledge management from 1996 in the World Bank*


This was in Zambia, one of the poorest countries of the world in a tiny place six

hundred kilometers from the capital city.

But the most striking thing about this picture, at least for us, is that the world

bank isn’t it.

Despite our know-how on all kind of poverty-related issues, that knowledge isn’t

available to the millions of people who could use it.

Imagine if it were. Think what an organization we could become”

“In June 1995, a health worker in a tiny town

in Zambia logged on to the website for the

Center for Disease Control in Atlanta

Georgia and got the answer to a question on

how to treat malaria.

AN INPIRING STORY Springborn Story*

• Have a clear and worthwhile purpose

• The story is based on an actual example where the change was

successfully implemented

• The story is told from the point of view of a single protagonist

• The protagonist is typical from the audience

• The story gives the date and place where it happened

• The story makes clear what would have happened without the idea

• The story is told in a minimalist fashion with little detail

• The story has a positive tone and an authentically happy ending

• The story is linked to the purpose to be achieved in telling it


AN INPIRING STORY Use Case – In a Galaxy Far Away . . .

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GAMIFICATION

Gamification is the application of game-design elements and game

principles in non-game contexts.

Gamification commonly employs game design elements which are

used in so called non-game contexts in attempts to improve user

engagement, organizational productivity, flow, learning, employee

recruitment and evaluation, of use and usefulness of systems among

others . . . (Wikipedia)

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HOW TO MAKE CAR DRIVERS DRIVE IN

A LESS POLLUTING MANNER?

GAMIFICATION

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GAMIFICATION – CAR2GO

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GAMIFICATION – SERIOUS PLAY

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GAMIFICATION - ERPsimLab

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27 15/12/2016 Référence document

Strengths • Can learn new things T-

down

• High speed in B-Up

• Efficient in the B-Up

Weaknesses • Likes to save energy

• Slow in the T-down

• Driven by emotions

• Emotional Highjacks

Opportunities Storytelling

Gamification

Serious Games

Project Management

Stakeholders Management

In case of a change management mission:

What of the techniques explained can

help us to make profit of the strengths of

the brain ?


What of the techniques explained can

help us to compensate the weaknesses of

the brain?

Threats‘ Mgmt. reasons approach

Lack Mgmt. of triple focus

Lack of understanding on

brains WoW


What can we do to reduce the threats

and make profit of the strengths of the

brain?


What can we do to reduce the threats

and minimize it’s impact on the brain

weaknesses?

CONCLUSION – SWOT/TOWS

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