The Future: Change as Advantage not Function
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Transcript of The Future: Change as Advantage not Function
The Future:Change As Advantage Not
Function
A new dimension to the function and role of change management
Jeff GandolfiOpEx., NY, 7th March ´16
Aims
Think
Have some fun
Societal changes will mean current change management will become increasingly ineffectiveChange management needs to look at the structural elements of change
Change management does not promote change and is currently focused on change projects
Theme: Are you effectively deploying an OpEx. leadership strategy and managing cultural changes?
Table of Content
1: Today and Tomorrow: What Change management is today and what the future may hold
2: Change as Advantage: How change can drive an organisation forward and directly improve operational performance
3: Review: Final conclusions and further discussion
2 Simple Questions
What is Change?
What is Change Management?
From A to B
Managing a process of transition
Moving operations from Asia to Africa
Understanding where we are and where we want to be while ensuring the PMO/End User is happy
Discuss and determine 3 more simple definitions and examples for EACH of these questions
2 Simple Questions
What is Change?
What is Change Management?
From A to B
Improving
Adapting
Managing a process of transition
Supporting people in transition: Aligning personal/company transitionOvercoming resistance to change
Being more responsive
Moving operations from Asia to Africa100% online, no direct face-to-faceInstant loans at the point of sale
Understanding where we are and where we want to be while ensuring the PMO/End User is happyCultural development, training
Understanding the change process
Improving change readiness
Making everything easier to change
Security: digital location different from visa card location
Change Management Role
“Identify gaps, create and implement change strategies and plans that maximize employee adoption”
People and Culture
“Work across teams leading: change strategy design and execution, stakeholder engagement, organizational readiness, leadership alignment, communication, training, project management, and sustainment”
Cross Disciplinary Management
Overcoming Resistance
“Focus on the people side of change: changes to business processes, systems and technology, job roles, organization and cultural changes”
Improving Change Readiness
Only 15% had this clearly defined
“work to drive faster adoption, higher ultimate utilization and greater proficiency of the changes that impact employees”
Key Performance Indictors (KPIs)
Management
People
Resistance
Readiness
In capital (time, labour, etc.)
Discuss and determine 3 common KPIs for each of these change management roles
Key Performance Indictors (KPIs)
Management
People
Resistance
Readiness
Impact of negative change
Satisfaction of change council
In capital (time, labour, etc.)
Satisfaction of end userTraining
Knowledge documents
Reduce change cycle
No. of negative changesAttitude and alignment
Acceptance rate from change council
No. of emergency changesAwareness of change
Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations
Structural Inflexibility
Change Management
Change management is the implementation of change projects
It is directly separated from operations
KPIs focus on change
implementation rather than
promoting change
Tomorrow
What will the business landscape be in 10 – 15 years?
Tomorrow
Discuss and determine 4 possible future changes and their effects
Possibility Explanation EffectMost of the world will
be connectedUS 2006: 70% online
2015: 85%Widening and deepening
marketsNew concept of market
TomorrowPossibility Explanation Effect
Most of the world will be connected
US 2006: 70% online2015: 85%
Widening and deepening markets
New concept of marketHyper-connectivity People, machines, buildings will be
naturally interconnectedData collection and
exchangeFluid real time data
analysisInternet of Things
(Kevin Ashton)Everyday items will be intelligent Fridges order milk, pay via
bacs, delivered by droneFaster world People and organizations will not
able to respond quickly enoughBreak down of current business models and
structuresInterest nations People linked by interest rather than
nationsNew markets, new
dynamics, huge opportunities
ConclusionsChange management is separated from operations
The way we interact with the world is becoming more fluid
It doesn’t overcome resistance
Our current way of thinking about operations will become irrelevant
The world is going through a revolution
We have so many new opportunities that we can not perceive yet
Organisations need to revolutionise too
Change can drive operational excellence as it allows companies to become more fluidChange is going through a similar process as quality has, the evolution from quality
assurance to total quality is essentially what faces change management today
Good change now will be poor change in 10 – 15 years
Change as Advantage: Structural Change
Where change projects introduce new operations, technologies and ways of working, structural change focuses on people, their behaviours and their beliefs
Structural change effects not just part but all of an organisation all the time
Structural change involves the context in which things are done, it can generate a culture that will actively promote change and ultimately promote fluidity
Structural change may be slower, sometimes taking years
Life is becoming fluid, companies have an opportunity to truly align people and organisations
But to do this you have to change your perspective
Structural Change Management Model
Resistance
Change Projects
PMO
Change Council
Operations and Structural Change
ManagementFlexibility
Change Management
Structural change works to help project based change
It is directly connected to operations
It Promotes Fluidity
RecruitmentSkills/Area Application Example
Gamers• Eve Online: “Corporation leaders” • Resource and capital management• Multi-site people management with
no face- to-face contact
Gaby, MSc Statistics, “Resource Manager” in
Eve Online: Operations manager for
online learning
Discuss and list 3 NEW key skills or areas of expertise recruiters should be looking for
RecruitmentSkills/Area Application Example
Gamers• Eve Online: “Corporation leaders” • Resource and management• Multi-site people management with
no face-to-face contact
Gaby, MSc Statistics, “Resource Manager” in
Eve Online: Operations manager for
online learning
Education• Diverse honours degrees (maths /
history)• Allows a wider and more flexible
understanding of business processes
Miguel, New teacher (2 years)
Document control
Language
• Why do “English” managers not need to speak another language?
• Better listeners• Deal with conflicting ideas
You don’t need two languages because you
deal with two geographical areas, you
need two languages because it makes you
more flexible and adaptable
Wanderlust • Lots of travel experience • Multicultural background
Better able to deal with the unfamiliar
Fluidity of RolesSkills/Area Example Notes
Functional Roles
• Engineer: projects, hardware, quality
• Either job rotation or roles on different projects
• This is not disaster or progression planning
• It is not slow drop change
Multi-Locational
(physically and digital)
• Risk analyst in Japan needs to work on US projects
• Use technology and even location hop as a norm
• There is no space between us• Cross location resource at a day to
day level• Start employing by region or function,
not location
Expect change • A relocation package is paid because the relocation was not seen as a norm.
• Quality is expected, it is planned for , it exists in an organisation.
• Stop treating change as a project based activity and start expecting and demanding it
Change KPIsNumber of soft and hard targets Some roles are naturally more open
to change. RD is naturally a hard target
How many jobs have been turned into functional roles
How many engineers, not how many software or hardware engineers
At what level is change seen as a natural quality of the organisation
Level of cross location resource sharing
How many single site projects involve multiple sites
How many people speak at least 2 languages
Is environmental training as important as traditional education
What Could You Change Tomorrow
Consider 2 things that you could change tomorrow to implement Structural Change and how would
you measure it
Review: ConclusionsAre you effectively deploying an OpEx. leadership strategy and managing cultural changes?
• OpEx. leadership strategy must bring change management centre stage, it is the best platform to adapt an organisation to the future
• OpEx. leadership strategy should build change into, rather than solo imposes change on, operations
• Structural change management allows the development of KPIs that measure not an organisation’s change readiness, but its ability to change
• In the longer term structural change management allows the development and management of a real “culture of change” which is rooted in operations itself
MaterialHard
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Who I AmJeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi Current RoleCountry ExperienceSector Experience
Business consultant and coach
(UK), Mexico, China, Turkey, (Europe, Canada, US)
Consultant
Various
Commercial
DirectorMental health
General Manager Education and training
Manager Various Automotive