Making Change Real
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The document outlines strategies for successful change management, emphasizing the importance of planning, stakeholder engagement, and distributed accountability to enhance organizational agility. Key elements include understanding impacts, embedding change leadership, and transforming competencies to adapt to new work structures. It suggests using tools such as stakeholder analysis and strategic planning to foster a culture of change and ensure employee adoption.
Making Change Real
- 1. COLEMANENNIS LLC Making Change Real © Coleman Ennis LLC. 2011 Prepared for:
- 2. 2 in 3 change initiatives FAIL. © Coleman Ennis LLC. 2011
- 3. Making Change Real: • Bridge the gap between vision and implementation • Rigorously plan for the people component • Get clear about how work will be different • Engage stakeholders for collaboration & creativity • Understand and mitigate the impact • Embody change leadership and manage transitions © Coleman Ennis LLC. 2011 • Distribute accountability throughout the system • Enable employees to adopt new ways of working • Build communities for velocity, energy and capacity for future change
- 4. Complexity Capability for Change
- 5. Change Change © Coleman Ennis LLC. 2011 Planning and Leadership Mobilization and Agility New Capabilities Engagement and Ways of Working Making Change Real
- 6. Change Planning and 1. The Discipline Of Considering Mobilization Impacts Before Rushing Into Action Clarifying the change and impact to the organization at an enterprise, program and project level. Tools & Strategies: • Blueprint • Gap Analysis Developing specific strategies for • Impact & Exposure Map successful implementation. Ensuring • Integration with other initiatives there are real structures for sustaining the • Assessments change. © Coleman Ennis LLC. 2011 • NewSDoG
- 7. Engagement 2. Accelerating Change & Making the Most of our Human Capital Engaging all constituents affected by the change to ensure support, commitment and adoption. Increasing urgency, collaboration, and creativity by Tools & Strategies: • Stakeholder analysis the way we relate to our constituents. • Strategic planning • Engagement events • Assessing and monitoring Leaving the organization more energized • Creating communities through our process and engaged in • Two-way communication © Coleman Ennis LLC. 2011 • New technology working for TYCO.
- 8. Change Leadership 3. Embedding Change Agility and Agility Into the Organization DNA for Present and Future Success Building the competency for Leading Change. Tools & Strategies: Pulling through consistent tools and •Leading Change learning curriculum practices for leaders to use for HRT and •Emotional Intelligence build a culture of change agility. • Instituted tools & practices Distributing the accountability for leading © Coleman Ennis LLC. 2011 •Clear expectations & distributed accountability the change throughout organization. • Conversations for Change
- 9. New Capabilities 4. Transforming Our Organizations and Ways of Working Capability To Match New Strategies And Structure Identifying and building competencies and new ways of being required for success in the new model. Tools & Strategies: • “Professional of the future” competencies & Creating structures for development and career path model sustained change. • Talent Review and acquisition plan • Aware/Adopt/Adapt/Use Constantly evolving the way work gets © Coleman Ennis LLC. 2011 model • NewSDoG done.
- 10. Change Change © Coleman Ennis LLC. 2011 Planning and Leadership Mobilization and Agility New Capabilities Engagement and Ways of Working Making Change Real
Editor's Notes
- #6: Success Requires an Integrated and Approach to Each ComponentNow that we are in implementation mode. …These activity groupings are not discrete. They overlap and are interdependent. It is important to ensure we are all on the same page understanding the elements that are critical for successfully leading change.
- #11: Success Requires an Integrated and Approach to Each ComponentNow that we are in implementation mode. …These activity groupings are not discrete. They overlap and are interdependent. It is important to ensure we are all on the same page understanding the elements that are critical for successfully leading change.