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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