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Managing Organisational Change Getting started: preparing your journey to implement transformational change

Managing Organisational Change Getting started: preparing your journey to implement transformational change

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Managing Organisational Change

Getting started: preparing your journey to implement transformational change

Introduction to change

Introduction to change

Why change? What if…

“Imagine life without change. It would be static...boring...dull.”

“Change is hard because people overestimate the value of what they have—and underestimate the value of what they

may gain by giving that up.”

James Belasco and Ralph Stayer“Flight of the Buffalo”

Introduction to change

Reactions to change

How did we get here?Change management process

How did we get there? The change management process

Why do we need a change management process?• Need clear ownership and direction to achieve the desired

vision.

• A management framework that focuses on the impact of the business and its required objectives.

• Formal process for identifying, managing, realising and measuring benefits.

• Co-ordination and control of the complex range of activities.

• Holistic view to identify and resolve risks, manage and control costs.

How did we get there? The change management process

The change management process

How did we get there? The change management process

Creating the conditions for success

Having a shared understanding of what ‘efficiency’ means

Thinking creatively and acting innovatively

Being open to a range of skills and techniques

Recognising the ‘wicked’ nature of the problem

Responding to local needs and priorities

Getting people engaged

Being proactive and starting early

Seven key principles for leaders to approach the challenges of a new environment.

Source: CIPFA Leading in Hard Times

Key lessons to avoid

What to avoid: lessons learned

Lessons learned

• Reactive, not reflecting on challenges.

• Lack of leadership and Senior Management ownership.

• Lack of effective engagement with stakeholders.

• Underestimating delivery of capability.

Supporting tools & reference material

Supporting tools & reference material

Supporting toolsThe Organisational Readiness Assurance GuideAssurance model to implement IT enabled change.http://www.connectingforhealth.nhs.uk/systemsandservices/icd/assessment/orag/oragmarch11.pdf

Roadmap for Transformational ChangeFramework which enables change leaders and change agents of health and social care organisations to design, plan and deliver integrated change www.isip.nhs.uk

The Chartered Institute of Public Finance and Accountancy (CIPFA) Leading in Hard TimesGuidance for everyone involved in the leadership of public services. www.cipfa.org.uk/pt/cipfasolace/download/after_the_downturn.pdf

Portfolio, Programme and Project Management Resource Centre http://www.connectingforhealth.nhs.uk/systemsandservices/icd/informspec/p3m/resourceChange and Benefits Resourceshttp://nww.connectingforhealth.nhs.uk/thebiz