How do you respond to management fads, competitive pressures or new ideas ?

1. Innovation & Change Management How do you respond to management fads, competitive pressures or new ideas ? Anand Subramaniam

2. 2 “Innovation is the creation of the new or the re-arranging of the old in a new way.” - Michael Vance

3. Innovation – Challenges Unwillingness to expose customers to failed ideas Bureaucracy / Controls KM, Trade Secrets, Patents, IP Lack Vision / Strategy Profitability, ROI, Dividends Risk-aversion / Opportunity Challenges Teams, Compensation structure / Promotion Change Management Research, Market Intelligence Focus on process vs. on results Top Management Commitment Execution & Sustainability 3

4. Pace of Change 4 Bio-tech Nano-tech 50+ years IT / Internet 250+ years Industrial Revolu-tion 2,500+ years Science 13,000+ years Agriculture

5. Facilitating Change – Success Factors Cultures, systems & leadership that support & anticipate change Willingness to listen to & test new ideas. Communication Involvement, consultation & participation by those who will be affected CSF Effective workplace relationships Monitoring & evaluation of changes Effective planning Information sharing 5

7. Identify quality requirements

8. Evaluate current processes

9. Identify improvement needs

10. Develop problem solutions

11. PLAN the improvement

12. Develop action plans, monitor and check processes

13. Trial the change(s)

14. Test and monitor the results

15. Implement the process

17. Develop a new implementation plan to address any improvements that were expected but not achieved

18. Identify further opportunities for improvement

19. Check actual outcomes against intended or expected outcomes

20. Identify areas for further improvement/adjustment

21. Identify and measure the quality improvementsCheck Act

23. Tools & checklist for planning & managing change

24. Coaching / mentoring leaders and change teamsStakeholder Participation Two way Change Communications Education and Training Ongoing Support and Reinforcement Process Design (As Is ~ To Be) Leadership Proactive Resistance Management End Users Experts Continuous Reviews / Measurement

25. 8 Managing Behavioural Change Align Performance, Reward and recognition Schemes Provide opportunities for practice and feedback Create and share success stories Role model desired behaviour Involve people in the change Appreciate the past and leverage Strengths

26. Change Management Forget that your customers must benefit from the change – change should come as result of customer focus Ask employees to make changes without actively supporting those changes Prompt change at the expense of currently successful operations / procedures Start changes in one area of the reorganisation which will have detrimental effects on other sections Do Not Respond to management fads, short-term competitive pressures or new ideas unless they are properly planned to add real value. Allow quality to suffer at the expense of change 9

27. 10 “It would be a terrific innovation if you could get your mind to stretch a little further than the next wisecrack.” - Katharine Hepburn

28. 11 Good Luck http://www.linkedin.com/in/anandsubramaniam