Implementing Business Change - Ch. 14 Flashcards
What is the four-part change process?
- understanding change impact;
- planning what needs to take place for success;
- carrying out the change;
- ensure the change is embedded.
What are some of the key risks if change is not handled appropriately?
- staff anxiety leading to increased sick absence;
- low morale;
- in extreme cases, overt resistance to change;
- experienced staff leaving for jobs perceived as safer or more predictable.
What is the environment for change?
- the individual undergoing or affected by change;
- the organisation the individual works in;
- the external environment in which the organisation works.
What major aspects of the organisation are affected by, or influence, change?
- strategy;
match external demands with internal capabilites - structure;
project structure vs hierarchical structure - resources;
staff / business processes / systems / technology - what we have;
- what they can do;
- how they can be developed to support change iniatives
- experience of change.
‘we have seen those change iniatives before - they didn’t work then, and they won’t work now.’
What is Maslow’s Hierarchy of Needs?
A method of noting what people’s needs are in order to motivate them in the most effective manner.
self-actualisation
|
self-esteem
|
love and belonging
|
safety
|
physiological (food & drink)
What is the change curve?
A method of plotting people’s reaction to change on a self-esteem / time matrix as they go through:
- Shock
- Denial
- Anger
- Bargaining
- Depression
- Acceptance
- Experimentation
- Discovery
- Integration
What is the business change lifecycle?
ADDIR
- Alignment of:
- Strategy
- Environment
- Architecture
- Definitition
- Design
- Implementation
- Realisation
Each stage should feed into, and be fed by, the
BUSINESS CASE
What does strategy do?
A high level, medium to long term plan to link the organisation with the external environment to ensure the business is delivering what the customer needs.
What is the Balanced Business Scorecard (BBS)?
A holistic way of ensuring the business delivers against all key areas, not just financial, that supports the achievement of the organisation’s vision and strategy.
It helps to identify the businesses’ critical success factors (CSFs).
Financial ( £ )
Customers (cash register)
Business Processes (flow chart)
Learning & Growth (teacher at blackboard)
Why is it important to understand the culture when making change?
- people may not take to the change
‘that’s not the way we do it round here’. - employee mindset and attitues may affect the success of a project.
How can you analyse and understand a company’s culture?
- stories about hte organisation
(founders, staff, customers and other stakeholders) - rituals and routines
(how customers/suppliers are treated , how new employees are introduced, coffee machine culture or back to desk quick). - symbols
(status symbols, images, jargon) - uniform
- open-plan offices
- awards displayed
- catchphrases
- organisational structure
formal & information - silo
- compete or cooperate
- informal relationships to get round hierarchy
- control systems
- finance
- quality
- performance
measures and rewards - where are tightest controls - money, quality of customer service?
- display boards showing performance?
- emphasis on rewarding good, or punishing bad, behaviour?
- Power structures:
- most successful parts of business
- has the ear of the CEO
- behind-the-scenes influencers
- main blockages to change, and who is behind them?
How can you assist a change project to be successful relating to the human impact it will have?
Develop a communication plan that has high-level principles that are published prior to project start, with full buy-in and active support by senior management, on the following:
- business values
- customer focus
- project focus
- impact of project on staff
- management behaviour expected
What is Kotter’s Eight Steps of Change Process?
- Urgency
- Guiding Team
- Vision
- Communicate
- Empower
- Short Term Wins
- Consolidate
- Embed
-
Establish a sense of URGENCY
- staying as we are is not an option -
Form a powerful guiding COALITION
- trusted individuals to influence others -
Create a VISION
- clear, brief outline of destination with a strategy for achieving it -
COMMUNICATE that vision
- communications plan
- constant repetition
- why change, wider implications for attitudes, beliefs, values - EMPOWER others to ACT on the vision
-
Plan for and create SHORT-TERM WINS
- gradual, with frequent wins keeps motivation
- publicise success widely -
CONSOLIDATE improvements and produce still more change
- maintain momentum -
INSTITUTIONALISE new approaches
- make the change stick by building into the ‘way we do things round here’
What is included in the design phase of change?
- new or refined business processes;
- IT applications supporting changes processes;
- updated organisation structures along with changes to management responsibilities;
- testing for all elements above to ensure they work correctly and in an integrated manner.
Meeting the needs of the actual users, rather than perceived needs.
What should you include in the implementation phase?
- Excellent communication to build enthusiasm for the change through:
- presentations,
- brochures,
- newsletters,
- websites;
- Training and coaching;
- Key staff cascding the change message;
- Handling objections through:
- facilitation,
- negotiation,
- conflict resolution,
- problem solving;
- Identify and implement Change Agents/Champions to lead the change by getting buy-in from people already trusted within the organisation.
