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Dr. Stefan Fries change factory GmbH | Im Alten Fruchthof | Gotzinger Straße 52b | 81371 MünchenFon +49 (0) 89 / 76 73 66 - 0 | Fax +49 (0) 89 / 76 73 66 - 100 | [email protected] | www.change-factory.de
“Leading the people side of change”-
an introduction to our services
Brochure Change Management 2
Our approach to change management
As “changers" we act as the guys with brooms in curling
We analyze the dents and bumps in your road
to success (pushbacks etc.) and reduce them.
We support you with individual measures and
take over the fine-tuning.
We put the right communicative spin on your
measures.
We give you feedback on the impacts that can
be valuable input for your next pitch.
Our job: what we do …
You will identify your goals and define your
strategy.
You will initialize the changes (“throw the curl")
and put your energy into it.
You will set a good example by assuming a
visible and active part in the change process.
Your job: what you do…
Brochure Change Management 3
Our approach to change management:
We facilitate the design and implementation of change processes,
focusing on:
Strategy:
Developing a vision
Developing a mission
Setting objectives
Structure
Fusion
Restructuring
Employee and Leadership development structures
Wage and incentive-structures
Skills & behavior
Team integration & development Leadership development Human resources development Developing Competence profiles Customer/ Service Orientation
Identity and values
Cultural Change
Developing corporate principles, leadership principles, and employee principles
Large group interventions
Post Merger Integration
Processes:
Process management and reengineering
E-Business
Project management
Knowledge management
Innovations management
Quality management (EFQM, CVP, etc.)
Tools and instruments
KPI / Balanced Scorecard
Controlling
IT-System Roll-out: SAP
Customer/ employee survey
Brochure Change Management 4
cf as service provider as
needed; often times last-
minute change
management support
cf acts as an architect to
build with you the business
transformation of your
company, in particular the
people side
Our approach to change management:
We can serve as fire fighter, process partner or architect
cf supports or manages
the sub-project “change
management“ within a
larger change project
As needed support for changes
Change managementas sub-project
Business transformation
ArchitectFire Fighters Process Partner
Brochure Change Management 5
Our approach to change management
Change management as part of a success formula
Successful Program
Sustainable ChangeManagement
EfficientProgram
OrganizationMature content= x x
Module 1: Leadership Alignment Module 2: Communication Module 3: Training
Goal: Commitment of high-level
executives
Integration in the change project
planning process
Establishment of a broad leadership
coalition
Goal: Attention on and appreciation of the
changes
Across projects
Appropriate to the situation
Target-group-specific
Goal: Qualification of those affected
Offer trainings for the new roles,
processes and systems
Reflection on the new roles
Module 5: Monitoring
Goal: Collaboration of those involved in
the project
Common approach and commitment to
the overall program
Optimal cooperation
Mandatory adherence to joint decisions
Goal: Attitude and behavior of the people
affected
Participation of all involved parties
Adjusting behavior to the modified
roles, processes, tasks and systems
Fostering the commitment to the
change process
Goal: Regular adjustment based on the
current status
Evaluation of change readiness,
progress and impact
Feedback for decision makers
Recommendations for adjustments
Module 4: Mobilization
Brochure Change Management 6
Our approach to change management
We start by analyzing the change impact of your project
Structured interviews for a picture of the
change seen by the different stakeholders
(Change Management Assessments - CMA)
Stakeholder Map
Extrapolation of
people and groups
of people who need
to be involved
Drivers & Barriers
Focus on greatest
barriers and
supporting factors
Change
Requirements
Clarity about
necessary changes
in behavior and
mindset of
associated people
Analysis Planning Implementation Monitoring
Change Management Assessment für _________________________________
Thema / Frage Ihre Notizen
Beschreibung der ZielgruppeAnzahl der Mitarbeiter: Priorität (A-C):
Welche Veränderungen werden durch
das Projekt ausgelöst?
(für diese Zielgruppe)
Was sind kritische Erfolgsfaktoren bei
der Umsetzung der Veränderungen?
(für diese Zielgruppe)
Wurden bereits Veränderungs-
maßnahmen für diese Zielgruppe
durchgeführt?
Wie ist der aktuelle Wissensstand
dieser Zielgruppe?
Was könnten geeignete
Veränderungsmaßnahmen
für diese Zielgruppe sein?
Die Blocker
Die Irritierten Die Freundlichen
Die Verbündeten
Einsicht und Initiative zum Veränderungsprogramm hochniedrig
Ein
fluss a
uf
andere
ho
ch
nie
drig Angestellte in Linien-Funktionen
Linienmanagers
Lokale
Recruiting
Manager
Zentrale
Recruiting
Manager2
3
1
Welche Werte und Einstellungen sind
dafür notwendig?
Welche neuen Fähigkeiten soll die Zielgruppe
besitzen?
Welches konkrete Verhalten soll in Zukunft
gezeigt werden?
Was werden die Umfeldveränderungen
für die Zielgruppe sein?
WerteEinstellungen
Identität
Fähigkeiten
Verhalten
Umfeld
Welches neue Selbstbild ist für die Zielgruppe
notwendig?Kulturelle
Identität
Werte,
Normen,
Leitlinien
Wissen,
Fähig-
keiten
Vision,Ziele,
Strategie
Produkte,
Leistungen
Struktur,
Prozesse,
Schnittstellen
Tools,
Systeme,
Messgrößen
Verhalten
HARD FACTS SOFT FACTS
Welche Werte und Einstellungen sind
dafür notwendig?
Welche neuen Fähigkeiten soll die Zielgruppe
besitzen?
Welches konkrete Verhalten soll in Zukunft
gezeigt werden?
Was werden die Umfeldveränderungen
für die Zielgruppe sein?
WerteEinstellungen
Identität
Fähigkeiten
Verhalten
Umfeld
Welches neue Selbstbild ist für die Zielgruppe
notwendig?Kulturelle
Identität
Werte,
Normen,
Leitlinien
Wissen,
Fähig-
keiten
Vision,Ziele,
Strategie
Produkte,
Leistungen
Struktur,
Prozesse,
Schnittstellen
Tools,
Systeme,
Messgrößen
Verhalten
HARD FACTS SOFT FACTS
Treibende Kräfte / Veränderungstreiber
Was sind die treibenden Kräfte für diese
Zielgruppe?
Veränderungsdruck von den Kunden
Einbeziehung der Mitarbeiter
von Anfang an
Klare Projektdefinition und eindeutige
Aufgabenzuteilung
Breite Akzeptanz der Projektteammitglieder im
ganzen Unternehmen
Erste, symbolträchtige Erfolge in einem Bereich
Hemmende Kräfte / Veränderungsbarrieren
Was sind hemmende Kräfte für diese Zielgruppe?
Festgefügte Verhaltensnormen
Überlastung der Mitarbeiter
Schlechte Erfahrung mit früheren
Veränderungsprojekten
Angst, Fehler zu machen
Mangelndes Vertrauen in das
Top-Management
Kaum Erfahrung mit Feedback
Brochure Change Management 7
Our approach to change management
In particular we assess the necessary soft facts changes
Identity
Values,
Beliefs
Knowledge,
Skills
Vision,Goals,
Strategy
Products,
Services
Structure,
Processes,
Interfaces
Tools,
Systems,
Parameters
Behavior
HARD FACTS SOFT FACTS
“Which basic attitude is necessary for a spirited
and successful strategy & organization?“
"What are the guidelines for our
cooperation so that the new structure
can develop effectively?“
"Which skills do we need for the
successful implementation of
these new processes?"
“How will the new structure
affect our leadership?“
"Which behavior shall
characterize our
cooperation?"
New IT-systems in
accounting
New KPIs
New organization with different
roles/ responsibilities
New processes with interface
agreements
New customer segmentation
New strategic alignment using
a new strategy map
Example of a reorganization
Analysis Planning Implementation Monitoring
Brochure Change Management 8
Our approach to change management
The analysis provides a clear picture of the change success factors
Analysis Planning Implementation Monitoring
Attractive &
comprehensible
vision of change
Broad,
visible
leadership
coalition &
ownership
Anchoring
in culture
Empowering
for
broad-based
action
"Mature“
contents
Powerful
communication
Sense of
urgency
Perseverance
in execution
Credible
short-term
wins
Brochure Change Management 9
Our approach to change management
We design a change master plan based on the analysis results
The analysis tools are used to identify and
define target-group-specific ideas for change
measures. All necessary and affordable
measures are organized chronologically and
logically in the Change Management Master
Plan before being synchronized with the
project plan (if existing).
The master plan offers an overview of all
necessary change management
interventions. It is also used for the planning
of the necessary resources and for the
organization of change measures.
It generally differentiates between the
following working streams: project content,
leadership alignment, communication &
mobilization, training and monitoring.
Analysis Planning Implementation Monitoring
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
MonitoringChange Barometer 1
14
Multiplier
Workshop
Team workshop:
Lessons
Learned5 4Team-
workshop
4
One-on-one
interviews)
1
Moderated
debate III
(Lessons
Learned)
Moderated
debate IIInfo event for heads of divisions
2 3 2
Launch date product sales Concept
MultiTrainings
Inst./Config.
DocumentationCustom/Config Test Trainings
Inst. Prod
LA
Newsletter or Article in ZD-Info Short Newsletter II
9
Go Live Annoucement
Article in ZD-Info
9
Roadshow Presentation
10
8
Info on the status in deptartments
7Design
documentation
(FAQ, argumenter,
articles)
6
8
11
Update Intranet
TrainingsMultiplier-TtT
13
12
Change Barometer 2 Change Barometer 3
Drivers & Barriers
Success Factors
Stakeholder
Change Requirements
Brochure Change Management 10
Our approach to change management
The change master plan
Example of the introduction of an IT solution Analysis Planning Implementation Monitoring
Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12
Overall Project
planning
Leadership
Alignment
Mobilization of
the project team
Communication
Training
Change
MonitoringChange Barometer 1
14
Multiplier
Workshop
Team workshop:
Lessons
Learned5 4Team-
workshop
4
One-on-one
interviews)
1
Moderated
debate III
(Lessons
Learned)
Moderated
debate IIInfo event for heads of divisions
2 3 2
Launch date product sales Concept
MultiTrainings
Inst./Config.
DocumentationCustom/Config Test Trainings
Inst. Prod
LA
Newsletter or Article in ZD-Info Short Newsletter II
9
Go Live Annoucement
Article in ZD-Info
9
Roadshow Presentation
10
8
Info on the status in deptartments
7Design
documentation
(FAQ, argumenter,
articles)
6
8
11
Update Intranet
TrainingsMultiplier-TtT
13
12
Change Barometer 2 Change Barometer 3
Brochure Change Management 11
Our approach to change management
We use different change management activities in implementation
Information Dialogue and Mobilization Support and Enabling
Deliver knowledge and provide
orientation
Reduce uncertainty
Meet the needs of the relevant target
groups
Create trust and understanding
Enable all affected: approach, tools,
methods
Inform employees via classical media and
interactive platforms
Interactive dialogue with the affected
people
Train all people affected, in particular the
managers for effective leadership during
implementation
Information Push Dialogue Events Trainings
Newspapers/Billboards/Posters
Information brochures, flyers
E-Mail newsletters
Intranet Site
Podcasts, Blogs, Twitter Wall
Simpleshow Videos
„Guerilla Marketing“ activities
Workshop/ conference for executives
Roadshows
Dialogue forum with employees
Large group events
Section, department and team
meetings with employees
"Straight Talk-Sessions„
Boot camp or train-the-trainer (TtT) for
multipliers or other change agents
Change trainings for leaders
Communication packages, incl. "Talk-
Sheets" for executives
Sparring for decision makers
Classical and blended trainings
Analysis Planning Implementation Monitoring
Brochure Change Management 12
Our approach to change management
We monitor in particular the “soft“ aspects of change
Change Readiness Change Progress Change Success
Can we start with the change process? Where are we in the change process? Is the change process effective?
Preconditions, for example Examples: Examples:
Management Commitment in the
affected units
Maturity of the project concepts
Definition of change mgt. activities as
part of the project concept
Enabling of change agents
Change status
Implementation of CM measures
Employees reached by CM measures
implementation
Results achieved, need for action
Implementation of the new processes,
systems, structures …
Identification with the change
process/contents
Cost-benefit ratio
Quick Polls/Surveys
Interviews
Workshop Results
Change Monitoring
Projektmeilensteine
12/0811/0810/0809/0808/0807/0806/0805/0804/0803/0802/0801/08Interventionsebenen
Change Management
Meilensteine
Qualifizierung
Kommunikation
Mobilisierung
und
Partizipation
Leadership Alignment
FB über-
greifend
Experten-
teams
Change Monitoring
Projektmeilensteine
12/0811/0810/0809/0808/0807/0806/0805/0804/0803/0802/0801/08Interventionsebenen
Change Management
Meilensteine
Qualifizierung
Kommunikation
Mobilisierung
und
Partizipation
Leadership Alignment
FB über-
greifend
Experten-
teams
Vo
rbe
reitun
g u
nd
Du
rch
füh
rung
de
r C
ha
ng
e M
an
ag
em
ent
Asse
ssm
en
ts(C
MA
)
Sta
keh
old
er
(Cha
nge
Im
pact A
na
lyse u
nd
Ch
an
ge
De
tailp
lan
un
g
OFK Tag "Straight Talk" mit Vorstand
BK Freigabe mit OFK
Zielvereinbarungen Baukasten mit OFK
Fachbereich Zielvereinbarung Baukasten Nutzungskonzept Fachbereiche/Produktlinien
Buy-in der Expertenteams als Multiplikatoren (inkl. evtl. Teamentwicklung)
Buy-in ausgew. MFK/AFK als Multiplikatoren
MultiplikatorenauftaktkonferenzKonzeption, Enabling
Multipl. Toolkit
ggf. Vorber. BK-Klausuren
Zielvereinbarungsgespräche MFK, AKF, MA
Vorstandsbrief "Baukästen und ihre Bedeutung für BMW"
Plakat: Kernbotschaften Baukästen Artikel BMW-Zeitung
Forumsveranstaltung BaukästenForumsveranstaltung E³
Flyer "Erfolgsstories"
1. Change Monitor (Basis CMA) Update Change Monitor (Basis MA Befragung)Konzeption
Readiness Check: Basis BK-Klausuren)Update
Change Monitor
Update
Change Monitor
ggf. Q-Bedarfsanalyse, Q-Planung, Q-Durchführung
Newsletter Baukästen ggf. E³-Projekte gesamthaft
Set up/ Vernetzung Prozessstellen (Ex-12)
Set up/ Vernetzung E³-Projekte bzw. E³-Ex-Steuerkreis
Set up/ Vernetzung Ex-Bereichsentwicklung, ES-13 und PM-32/PM-2
Steuerung und Erfahrungsaustausch Multiplikatoren
Statusberichte der Expertenteams in Ex-Kreisen
Freigabe Change Monitoring
Freigabe CM Gesamtkonzept
Projektstatusbericht
Präsentation Change Status in Baukastensteuerkreis
Update CM-Detailplanung
Kick-off Change Team/Projektteam
ggf. Konzeption und Aktualisierung Intranetauftritt
Entwicklung Kernbotschaften
Baukastensteuerkreis
Vorbereitung BK-Klausuren BK Klausuren
Quest ions on the percept ion of CHANGE w ithin the organizat ion
1.In my opinion, the GDSA management supports
CHANGE.
2.In my opinion, managers in my w orking
environment support CHANGE.
3.There is a suf f icient number of mult ipliers for
CHANGE (e.g. key user) at GDSA.
4.
All members of the project team strongly
ident ify w ith the targets and contents of
CHANGE.
5.At GDSA there is an overall commitment to the
scheduled changes.
6.In my opinion, all employees at GDSA are
suf f icient ly informed about CHANGE.
1.In my opinion, the GDSA management supports
CHANGE.
2.In my opinion, managers in my w orking
environment support CHANGE.
3.There is a suf f icient number of mult ipliers for
CHANGE (e.g. key user) at GDSA.
4.
All members of the project team strongly
ident ify w ith the targets and contents of
CHANGE.
5.At GDSA there is an overall commitment to the
scheduled changes.
6.In my opinion, all employees at GDSA are
suf f icient ly informed about CHANGE.
Analysis Planning Implementation Monitoring
A project example.
Brochure Change Management 14
A project example
The initial situation
The initial situation:
The trading subsidiary of a manufacturer of capital goods is planning the introduction of a new pricing tool covering a wide range of process changes inculding everything from end customer contact to incoming orders. All activities are combined in the project “Pricing“. The go-live is planned for the summer of 2012. Currently content concepts are being prepared and a IT tool is being developed. Almost all employees in the sales areas of all branches in Germany will be affected.
Out approach and procedure:
Dec 13, 11 Kickoff-Workshop with the core project team Common understanding of the challenges and the gained experiences Identification of the important persons and groups that are involved/affected (Stakeholder Map) Definition of a strategy for further Change Management Assessments Planning of immediate Change Management activities for the pilot projects
Jan. 04.-31,12
Change Management Assessments (CMA) 24 interviews with selected stakeholders and representatives from affected groups: perceived impact
of the changes as well as commenting on planned activities
Feb. 01.-06,12
Evaluation of the CMAs Analysis of the perceived barriers and potential success factors of those affected (sales reps, branch
managers, back office people, pilot project participants) Proposals for Change Management activities for a large-scale rollout
Feb 08, 12 Workshop with the project team and key stakeholders Presentation of the results from the Change Management Assessments Evaluation of the change situation
Focus on the biggest barriers and success factors Common understanding and clarity on the necessary changes of behavior and mindset of the
involved parties Discussion/ Selection of Change Management activities Design master plan for rollout (version 1.0)
1
2
3
4
Brochure Change Management 15
A project example
The most important change barriers
Barriers Possible measures
Low acceptance by branch managers
Run target agreement with each branch leader
Conduct central opening events
Leverage change agents from pilot projects
Branch managers are not prepared for a
new leadership style
Offer best practices from pilot projects for the management process
(evaluating, tracking, monitoring, motivating, ...)
Write manual how to utilize the pricing tool in different market situations
IT projects generally have a negative
connotation
Show strong willingness and perseverance to change
Provide optimal information flow
Deliver quick response to questions & problems
Involved parties are afraid of being
patronized
Stress that price delivered by pricing tool is not binding
Reinforce that tool delivers a price range and sales reps have the last word
High scepticism regarding the value of
the tool
Tell the truth about the system maturity: data quality not yet at 100%
Give many examples to make data processing transparent
Secure resources to respond to inquiries and problem reports
Provide ongoing information on updates
Those affected are not yet working much
with IT
Have in some branches a „warm-up project“ w. paperless office and make a
readiness-check prior to project start
Brochure Change Management 16
A project example
A rollout in several waves
Pilots 1. Wave 2. Wave 3. Wave
Time
Pilot phase at
3 branches
Testing the system
Lessons learned
Selection of change
agents for the first
phase
1st phase with
6 further branches
Testing the system
Lessons learned
Selection of change
agents for the first
phase
2nd phase
with an additional
12 branches
Employ change
agents from the first
phase
3rd phase with
holding companies
Employ change
agents from the first
phase
Branches
Gone Live3 9 21 24
01.05. 01.06. 01.07.Until end of
April 2012
Brochure Change Management 17
Q1/2012 Q2/2012 Q3/2012
Feb March Apr May June July Aug Sep
ProjectMilestones
CM Planning & Management
Leader-ship Align-ment
Top Manage-ment
Product Manage-ment
Mobilzation at Branches
General Communication
A project example
Change management master plan rollout pricing
Release of CM
master plan
Workshop Pricing
Strategy
Alignment w. board
Basic information on the intranet
1. Newsletter
with simpleshow
video
FAQ
1st wave: 6 branches
Central opening event w.
branch manager 1s.wave
User support (hotline,..)
1st Change
Monitor
2nd wave: Rest of the trade organization (at least 12 branches)
3rd wave: Holding companies
Creation of communication
package
„Readiness“ check
1st wave „Readiness“ check
2nd waveReporting prepared
R&R defined
2nd
Newsletter
Best practice
sharing
„Readiness“ check
3rd wave
Status reports
1st wave
2nd wave of
branches
3thrd wave of
branches
Management meetings at
each branch 1.wave
Department events at
each branch 1.wave
Target agreement w. branch managers 1.wave
Select change agents for 1st phase
change factory
at a glance.
Brochure Change Management 19
change factory at a glance
Us in “a nutshell”
change factory is the partner-driven company for “leading the people side of change“.
We are focused on business areas:
– leadership development: for all levels, strategically focused, effective over the long-term.
– change management consulting: from kick-off to change “architecture”, to mobilizing employees, communications planning and follow-through, to qualification.
Our capabilities are a product of the collective skills and experiences of our team of approximately 30 international colleagues. We offer pragmatic, implementable solutions, and we accompany the projects through the successful completion of the implementation.
Our headquarters are in Munich, but our work for our clients takes us all over the world: for companies both large and small, within all industries.
For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven elements and metrics) with the right soft factors (psychological, political, social). Our holistic approach is the basis for our mission:
We ensure that our clients focus on the right changes, and that these are effectively implemented.
In doing so, we prepare people and organizations for success in the future.
Brochure Change Management 20
change factory at a glance
We have broad experience in change projects
Project Customer Time frame
Provide support for acceptance management in a company-wide
IT transformation
Public
Research Facility 2011
Provide support for a world-wide reorganization Automotive Supplier 2011
Provide support for the cultural integration of two merging
corporate divisionsUtility 2009
Provide change support for a world-wide project on the
introduction of optimized processes and standardized IT
Global
Technology Group2008
Provide change support for the introduction of a competency
management
Automotive Supplier2007 – 2008
Provide change support for the introduction of SAP as the basis
for process harmonization worldwideOil Company 2006 – 2007
Provide change management support including communication
for the introduction of a new pricing strategySteel Retail 2012
Some examples