Change Management Fundamentals Powerpoint Presentation Slides
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The document outlines key principles of effective change management, emphasizing the importance of addressing organizational culture, engaging all levels of employees, and making both rational and emotional appeals for change. It stresses that leaders must start at the top, involve mid-level and frontline staff, and adapt strategies based on feedback and results. Additionally, it highlights the necessity of altering formal and informal systems to support desired behavioral changes during transformation initiatives.
Change Management Fundamentals Powerpoint Presentation Slides
- 2. Principles In Leading Change Management – Template 1 Make the rational & emotional case together Start at the Top Involve every layer Lead with Culture Engage, engage, engage 01 02 03 04 05 Act your own into new thinking Lead outside the lines Leverage formal solutions Leverage informal solutions Assess and adapt 06 07 08 09 10 2
- 3. 01 94% said that the organization’s culture was critical to the success of change management Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support Yet skilled change managers, conscious of organizational change management best practices, always make the most of their company’s existing culture Add your text here Add your text here Lead with the Culture 74% saw it as more critical than strategy or operating model. 3
- 4. 02 Although it’s important to engage employees at every level early on, all successful change management initiatives start at the top. Work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it The exercise included a leadership team effectiveness survey, which revealed that though these leaders called themselves a team, they didn’t really see themselves that way. Add your text here Add your text here Start at the Top 4
- 5. 03 Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a change initiative Frontline people tend to be rich repositories of knowledge about where potential glitches may occur, what technical and logistical issues need to be addressed, and how customers may react to changes Add your text here Add your text here Add your text here Involve Every Layer 5
- 6. 04 Leaders will often make the case for major change on the sole basis of strategic business objectives such as “we will enter new markets” or “we will grow 20 percent a year for the next three years.” Human beings respond to calls to action that engage their hearts as well as their minds, making them feel as if they’re part of something consequential Add your text here Add your text here In any organization facing a challenging environment, the emotional connection fostered by moves like these is likely to make a major difference. Make the Relation and Emotional Case Together 6
- 7. 05 Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like directives and incentives have been put in place Managers will become clear communicators because they have a mandate to deliver a message about the new strategy Add your text here Add your text here Start by defining a critical few behaviors that will be essential to the success of the initiative. Then conduct everyday business with those behaviors front and center Act Your Way into Thinking 7
- 8. 06 Leaders often make the mistake of imagining that if they convey a strong message of change at the start of an initiative, people will understand what to do A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural changes Add your text here Add your text here Executives followed this with function-wide meetings where people could learn, for example, about the prospective impact on finance or human resources Engage, Engage, Engage 8
- 9. 07 Change has the best chance of cascading through an organization when everyone with authority and influence is involved People influenced by them feel good about working for the organization and have a desire to go above and beyond Add your text here Add your text here They are repositories of the organization’s culture. They are the ones approached by people who want to know what’s really happening in the organization Lead Out Side the Lines 9
- 10. 08 Persuading people to change their behavior won’t suffice for transformation unless formal elements—such as structure, reward systems, ways of operating, training, and development—are redesigned to support them A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused Add your text here Add your text here The team was delighted when a strong group of contributors volunteered and put in the time required to design a robust development program and start engaging associates. Leverage Formal Solution 10
- 11. 09 Even when the formal elements needed for change are present, the established culture can undermine them if people revert to long-held but unconscious ways of behaving A top-tier technology company was trying to inculcate a more customer-centric mind- set after a decade focused on relentlessly cutting costs Add your text here Add your text here Add your text here Leverage Informal Solution 11
- 12. 10 Assess and Adapt Leaders are so eager to claim victory that they don’t take the time to find out what’s working and what’s not, and to adjust their next steps accordingly. This failure to follow through results in inconsistency and deprives the organization of needed information about how to support the process of change throughout its life cycle Add your text here Add your text here Add your text here 12
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