The Future: Change as Advantage not Function
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This document discusses the need for change management to evolve from a focus on managing individual change projects to promoting structural change within organizations. It argues that current change management practices will become ineffective as the world and business landscapes change rapidly. To adapt, change management must look at an organization's structural elements and drive change as a continuous process, not just for projects. It also must directly connect to and improve operations. The document provides a new model for structural change management that embeds flexibility and fluidity. It suggests organizations recruit people with diverse skills and promote roles and jobs that cross locations and functions. Structural change management measures an organization's ability to change, not just its readiness for change.
The Future: Change as Advantage not Function
- 1. The Future: Change As Advantage Not Function A new dimension to the function and role of change management Jeff Gandolfi OpEx., NY, 7th March ´16
- 2. Aims Think Have some fun Societal changes will mean current change management will become increasingly ineffective Change management needs to look at the structural elements of change Change management does not promote change and is currently focused on change projects Theme: Are you effectively deploying an OpEx. leadership strategy and managing cultural changes?
- 3. Table of Content 1: Today and Tomorrow: What Change management is today and what the future may hold 2: Change as Advantage: How change can drive an organisation forward and directly improve operational performance 3: Review: Final conclusions and further discussion
- 4. 2 Simple Questions What is Change? What is Change Management? From A to B Managing a process of transition Moving operations from Asia to Africa Understanding where we are and where we want to be while ensuring the PMO/End User is happy Discuss and determine 3 more simple definitions and examples for EACH of these questions
- 5. 2 Simple Questions What is Change? What is Change Management? From A to B Improving Adapting Managing a process of transition Supporting people in transition: Aligning personal/company transition Overcoming resistance to change Being more responsive Moving operations from Asia to Africa 100% online, no direct face-to-face Instant loans at the point of sale Understanding where we are and where we want to be while ensuring the PMO/End User is happy Cultural development, training Understanding the change process Improving change readiness Making everything easier to change Security: digital location different from visa card location
- 6. Change Management Role “Identify gaps, create and implement change strategies and plans that maximize employee adoption” People and Culture “Work across teams leading: change strategy design and execution, stakeholder engagement, organizational readiness, leadership alignment, communication, training, project management, and sustainment” Cross Disciplinary Management Overcoming Resistance “Focus on the people side of change: changes to business processes, systems and technology, job roles, organization and cultural changes” Improving Change Readiness Only 15% had this clearly defined “work to drive faster adoption, higher ultimate utilization and greater proficiency of the changes that impact employees”
- 7. Key Performance Indictors (KPIs) Management People Resistance Readiness In capital (time, labour, etc.) Discuss and determine 3 common KPIs for each of these change management roles
- 8. Key Performance Indictors (KPIs) Management People Resistance Readiness Impact of negative change Satisfaction of change council In capital (time, labour, etc.) Satisfaction of end user Training Knowledge documents Reduce change cycle No. of negative changes Attitude and alignment Acceptance rate from change council No. of emergency changes Awareness of change
- 9. Change Management Model Resistance Change Projects PMO Change Council Operations Structural Inflexibility Change Management Change management is the implementation of change projects It is directly separated from operations KPIs focus on change implementation rather than promoting change
- 10. Tomorrow What will the business landscape be in 10 – 15 years?
- 11. Tomorrow Discuss and determine 4 possible future changes and their effects Possibility Explanation Effect Most of the world will be connected US 2006: 70% online 2015: 85% Widening and deepening markets New concept of market
- 12. Tomorrow Possibility Explanation Effect Most of the world will be connected US 2006: 70% online 2015: 85% Widening and deepening markets New concept of market Hyper-connectivity People, machines, buildings will be naturally interconnected Data collection and exchange Fluid real time data analysis Internet of Things (Kevin Ashton) Everyday items will be intelligent Fridges order milk, pay via bacs, delivered by drone Faster world People and organizations will not able to respond quickly enough Break down of current business models and structures Interest nations People linked by interest rather than nations New markets, new dynamics, huge opportunities
- 13. Conclusions Change management is separated from operations The way we interact with the world is becoming more fluid It doesn’t overcome resistance Our current way of thinking about operations will become irrelevant The world is going through a revolution We have so many new opportunities that we can not perceive yet Organisations need to revolutionise too Change can drive operational excellence as it allows companies to become more fluid Change is going through a similar process as quality has, the evolution from quality assurance to total quality is essentially what faces change management today Good change now will be poor change in 10 – 15 years
- 14. Change as Advantage: Structural Change Where change projects introduce new operations, technologies and ways of working, structural change focuses on people, their behaviours and their beliefs Structural change effects not just part but all of an organisation all the time Structural change involves the context in which things are done, it can generate a culture that will actively promote change and ultimately promote fluidity Structural change may be slower, sometimes taking years Life is becoming fluid, companies have an opportunity to truly align people and organisations But to do this you have to change your perspective
- 15. Structural Change Management Model Resistance Change Projects PMO Change Council Operations and Structural Change Management Flexibility Change Management Structural change works to help project based change It is directly connected to operations It Promotes Fluidity
- 16. Recruitment Skills/Area Application Example Gamers • Eve Online: “Corporation leaders” • Resource and capital management • Multi-site people management with no face- to-face contact Gaby, MSc Statistics, “Resource Manager” in Eve Online: Operations manager for online learning Discuss and list 3 NEW key skills or areas of expertise recruiters should be looking for
- 17. Recruitment Skills/Area Application Example Gamers • Eve Online: “Corporation leaders” • Resource and management • Multi-site people management with no face-to-face contact Gaby, MSc Statistics, “Resource Manager” in Eve Online: Operations manager for online learning Education • Diverse honours degrees (maths / history) • Allows a wider and more flexible understanding of business processes Miguel, New teacher (2 years) Document control Language • Why do “English” managers not need to speak another language? • Better listeners • Deal with conflicting ideas You don’t need two languages because you deal with two geographical areas, you need two languages because it makes you more flexible and adaptable Wanderlust • Lots of travel experience • Multicultural background Better able to deal with the unfamiliar
- 18. Fluidity of Roles Skills/Area Example Notes Functional Roles • Engineer: projects, hardware, quality • Either job rotation or roles on different projects • This is not disaster or progression planning • It is not slow drop change Multi-Locational (physically and digital) • Risk analyst in Japan needs to work on US projects • Use technology and even location hop as a norm • There is no space between us • Cross location resource at a day to day level • Start employing by region or function, not location Expect change • A relocation package is paid because the relocation was not seen as a norm. • Quality is expected, it is planned for , it exists in an organisation. • Stop treating change as a project based activity and start expecting and demanding it
- 19. Change KPIs Number of soft and hard targets Some roles are naturally more open to change. RD is naturally a hard target How many jobs have been turned into functional roles How many engineers, not how many software or hardware engineers At what level is change seen as a natural quality of the organisation Level of cross location resource sharing How many single site projects involve multiple sites How many people speak at least 2 languages Is environmental training as important as traditional education
- 20. What Could You Change Tomorrow Consider 2 things that you could change tomorrow to implement Structural Change and how would you measure it
- 21. Review: Conclusions Are you effectively deploying an OpEx. leadership strategy and managing cultural changes? • OpEx. leadership strategy must bring change management centre stage, it is the best platform to adapt an organisation to the future • OpEx. leadership strategy should build change into, rather than solo imposes change on, operations • Structural change management allows the development of KPIs that measure not an organisation’s change readiness, but its ability to change • In the longer term structural change management allows the development and management of a real “culture of change” which is rooted in operations itself
- 23. Who I Am Jeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi Current Role Country Experience Sector Experience Business consultant and coach (UK), Mexico, China, Turkey, (Europe, Canada, US) Consultant Various Commercia l Director Mental health General Manager Education and training Manager Various Automotive