A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.

1. Change Management

2. Introduction...I have a Dream!

3. Paradigm Pioneers
People who:
 Imagine new possibilities
 Spot new opportunities
 Adapt old ideas and
information
 Change existing practices
 Plan for the new order
 Take the necessary action
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4. It all starts with Questions..
 What?
 Why? Why Where
 How?
 Who? Who When
 Where?
 When?
What How
Remi ADESEUN
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5. Key Questions...What?
 What is Change?
 What is Change Management?
 What are the Best Practices in
Change Managent?
Remi ADESEUN

6. Key Questions...Why?
 Why do we need Change?
 Why manage Change?
 Why does Change Management fail?
Remi ADESEUN

7. Why Do Organizations Need Change
1 To Create what is not 2 To Improve what is
there through Driven there through
by vision Determined by
market forces
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8. Key Questions...How?
 How do we know where we are?
 How do we decide where we want to
be?
 How do we get there?
Remi ADESEUN

9. Getting to the “How”
Outside-In (Pharmacy & Inside-Out (Pharmacy &
Pharmacists) Pharmacists)
• What do the People Think? • What do we know?
• What do the People Want? • What Should we know?
• What do the People Need? • What do we do?
• What should we do?
Other Climes (Pharmacy & Other Tribes (Pharmacy &
Pharmacists) Pharmacists)
• How do others do it? • What do we think of you?
• How are they regulated? • What do we think you
• How are they perceived? should do?
• How are they rewarded? • What is the best way we
can work together?

10. Key Questions...Who?
 Who will lead the change?
 Who will be the change agents?
 Who are the potential change
obstacles?
Remi ADESEUN

11. Key Questions...When?
 When is a good time?
 When is the right time?
 When is the best time?
Remi ADESEUN

12. When Is Organizational Change Inevitable?
Gliecher’s Equation
 Organisational dissatisfaction [D]
 Vision for the future [V]
 Possibility of immediate tactical action/
first steps [F]
When D x V x F > Resistance to change
Then, organisational change becomes
acceptable
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13. The Change Cycle
Phase 4
Phase 1
Denial Commitment
Phase 2 Phase 3
Resistance Exploration

14. In the final analysis..
 Change Management is about..

15. 4 Levels of Commitment
1.Political
2.Intellectual
3.Emotional
4.Spiritual

16. 10 Leadership Competencies for
Winning Commitment
 Intellectual  Spiritual
1. Insight 1. Rendering
2. Vision Significance
3. Story telling 2. Enacting Beliefs
4. Mobilising 3. Centering
 Emotional
1. Self-Awareness  Summary
2. Emotional 1. IVSM
Engagement 2. SEF
3. Fostering Hope 3. REC

17. Implementing an Effective
Change Program
 Agree on the  Motivate People
Implementation Strategy  Be Prepared for Conflict
 Agree on the Time Frame  Be Willing to Negotiate
 Plan for Implementation  Anticipate Stress
 Set up a Team of  Build Skills
Stakeholders  Build in Capacity for
 Establish Good Project Learning
Management  Remember Change is
 Personalise the Case for Discontinuous
Change  Monitor and Evaluate
 Promote Participation
 Tackle Known Blocks to
Progress
Remi ADESEUN

18. Dos and Don’ts of an Effective
Change Program
Dos Don’ts
 Appreciate the depth of  Don’t get lost in
potential resistance to change.
 Select priorities for change
detail or lose sight of
 Plan to deliver early tangible the vision
results and publicise successes
to build momentum and
 Don’t mise on
support resources for training
 Involve key stakeholders at and communication
every step of designing and
implementing change
 Ensure Top Management
sponsors, and is fully
commited to, the agreed
implementation
Remi ADESEUN

19. Drawing Lessons from Business
Process Reengineering
 Develop the Vision-  Establish Key
Think Big Performance
 Establish a Steering Indicators or
Committee Baselines
 Prepare the  Redesign the Process
Organisation for  Plan the
Change Implementation
 Analyse Existing  Monitor and Evaluate
Processes Progress
Remi ADESEUN

20. Leading Change
 Establish a Sense of Urgency
 Create a Guiding Coalition
 Develop a Vision and Strategy
 Communicate the Change Vision
 Generate Short-Term Wins
 Consolidate Gains
 Anchor & Institutionalise the Change
Remi ADESEUN

21. Change Management
 ... about “getting there’
 ... about “navigating the journey”
 planning and designing the
components of the change program
 managing the implementation of the
program, and the process of
change, to minimise disruption and
maximise benefits
 continuously monitoring progress and
fine-tuning the change journey as
required
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22. Common Causes of Failure
 Underestimating Peoples attachment to
Status Quo
 Not having the right reasons for change
 Not making fundamental changes to the
way things are done
 Poor redesign of processes
 Introducing technology in isolation
 Not involving Key Stakeholders at every
stage

23. Paradigms are mental
Paradigms and Change
boundaries built around
rules, concepts,
assumptions and
practices
The earth is
a living being.
The earth is a The earth is a planet.
sphere
The earth is flat.
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24. Importance of change to individual
When leaders or managers are
planning to manage change, there are
five key principles that need to be
kept in mind:
 Principle1- Different People React
Differently To Change
 Principle2- Everyone Has Fundamental
Needs That Have To Be Met
 Principle3- Change Often Involves A
Loss, And People Go Through The "Loss
Curve“
 Principle4- Expectations Need To Be
Managed Realistically
 Principle5- Fears Have To Be Dealt With
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25. How do people react to change?
Here are some thoughts that might be expressed by
someone passing through the "bad news" curve:
Oh no!
It can't be true!
You cannot be serious!!!
Can we sort this out some other way?
That's it - after 20 years of service they want me to...
Am I going to be part of this?
Yes, I can live with this - it's not bad really.
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26. Getting it Right
 The Right Spirit  The Right People
 The Right Attitude  The Right
 The Right Envinroment
Questions  The Right Time

27. Coping with Change
They see the purpose
of They see the
changing
purpose of
changing
They are convinced
about theare
They purpose
convinced about
the purpose
Experiments conducted by Stanford
psychologist Leon Festinger show that
people change their mindset only when:
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28. How Ready Am I For Change?
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29. Conclusion
 “There is nothing more difficult to
take in hand, more perilous to
conduct or more uncertain in its
success, than to take the lead in the
introduction of a new order of things.”
- The Prince by Niccolo Machiavelli.

30. Thank You!
Contact Information:
Remi ADESEUN
Chairman
Rodot Group
.Healthcare
.Water Technology
.Architecture
.Consulting
08057713769/07065156473
r.adeseun@rodot.org
kojere@yahoo.com