2. 2 views of transformational
2
change
Organizational Personal
A process of A process of adjustment
implementing changes to changed
across organizations conditions, adoption of
Requires: new behaviors
Clear strategic Requires:
imperatives Clarity of why change
Top leadership support, needs to happen
Project management Understanding of
structure, personal attitude to
Decisions on change
structural, personnel Commitment to personal
and cultural issues behavioral roadmap
com-towers GmbH confidential
3. Organizational Transformations
3
The key to
organizational
transformation
is a thorough
and consistent
process, which
recognizes
both the Change Transformation
organizational
and personal
aspects of
change
management
com-towers GmbH confidential
4. Dependencies and success
4
factors
Top
Manageme
nt support
Resource Understanding
and the current
manage as culture and
a key business
drivers
project
Behavioral Active
Change Communic
Roadmap ations
com-towers GmbH confidential
5. Phases of Change Process 1 –
Organizational Emphasis
5
com-towers GmbH confidential
6. Timeline – Phase 1
6
Defining
Transformation Event 1
Master Plan • Day 1 + 90
As Is • Day 1 + 60
Diagnostic
• Days 20 - 50
Planning
• Day 1+20
Realization
• Day1
com-towers GmbH confidential
7. 1. Change Realization – Day 1
7
Triggered by an “external” event:
Reorganization
Merger or acquisition
New management
New product
Market shift (threat or opportunity)
Realization by management that a new
direction is needed
com-towers GmbH confidential
8. 2. Planning
8
Marshaling of views and opinions
Seeking internal and external partners
Brainstorming the situation, visioning of
outcomes
Setting up a “change team” and structures:
SteeringCommittee and work groups
Master Plan high-level adoption
Starting to discuss the need for change
com-towers GmbH confidential
9. 3. “As Is” diagnostics
9
Launch
Surveys Focus Groups Feedback Analysis Final
and Sessions Report
interviews
Analyze capabilities Conduct a Standard and
Conduct focus Validation of results Process and
needed to achieve diagnostic survey customized Reports
groups to test with senior analyze results.
strategic goals. Conduct interviews organizational management with detailed
with Senior culture and Compare to analysis:
Agree Measurement Conduct external Benchmark data.
Executives: capability levels Cross comparison
matrix customer analysis
• Company history (the view form Design a gap against
Customize analysis and
• Strategy outside the measurement Matrix
questionnaires and development needs
workshops to • Operations organization Benchmarks
organizational • Leadership Propose suitable comparisons
measurement matrix • Aspirations organizational
changes Organization design
Make a choice of • Expectations and development
diagnostic method: needs proposals
surveys and/or
interviews
com-towers GmbH confidential
10. 4. Transformation Master Plan
10
Control of Culture Change through a Detailed
Master Plan
Establishment of PMO (Project Management
Office)
Work streams identified with leaders appointed
Scoping of work stream workload with
milestones and deliverables identified
Establishment of content and organization
committees for the Defining Event
com-towers GmbH confidential
11. 5. Defining Event1
11
A catalyzing event to indicate the “before and
after” boundary
Focuses attention of stakeholders on the specifics
of change and engages them in the
transformation process
Typical topics:
New vision and values
New strategy and roadmap for implementation
New culture and behaviors
Typically involves top 10% of the
organization, with follow up communication events
for next level of management
com-towers GmbH confidential
12. Deliverables of the Defining
12
Event
“Defining Defining Event is a tool to “swing the
Event pendulum” in the direction of desired
establishes a change
clear
boundary Draws a clear line between the past
between the and the future
past and
future. It is Communicates the transformation
now clear to roadmap to a wide audience
us that the
management
Articulates what needs to change and
is committed how it will happen
to make this
happen”
Commits top management to a time-
bounded program
Participant
feedback
com-towers GmbH confidential
13. Phases of Change Process Phase
13
2 – Personal Emphasis
com-towers GmbH confidential
14. Timeline – Phase 2 (Personal
14 Aspects)
Ensuring
continuity
• ongoing
Culture
Change
Workshops
Defining Event 2 • Days 121 - 170
• Day 1+120
Change
Development
• Days 90 - 120
com-towers GmbH confidential
15. 6. Change Development
15
Intense decision-making period between defining
events 1 and 2
Typical tasks:
New structure confirmation and appointments to new
roles
Developing a new behavioral model – how the new
culture will look, what stakeholders will stop and start
doing for the transformation to occur
Preparing for the roll-out of cultural change workshops
to install the new behavior model
Informative and frequent communications –
maintaining the momentum
com-towers GmbH confidential
16. 7. Defining Event 2 – the New
16
Culture
Fulfillment of commitments given at DE1 -
structural changes and new process rollouts
Launching the new culture and behaviors
Management driving change through the
organization – empowering the next level of
leaders
Culture change workshop for the top
management – initiating the rollout across
management and key customer-facing
functions (e.g. sales, logistics)
com-towers GmbH confidential
17. 8. Culture Change Workshops
17
Explaining the process of personal change:
Organizations don’t change –people do
Chaotic processes have rules (e.g. butterfly effect
– small changes at the start of the journey can
have huge consequences)
Behavior is habit, and can be changed
Participants develop a commitment
roadmap, using a common template – clear
public statements on what they will stop and
start doing
com-towers GmbH confidential
18. 9. Ensuring continuity
18
Transformation process is supported by a number of
interventions, the objectives of which are:
Support of the new behavioral model and the
“common language” of the organization:
Publications supporting personal behavioral commitments
(follow-up of culture change forums)
Monitoring of behavioral commitments as part of employee
development reviews
Development of change management skills of middle
managers though training and corporate project
assignments
Communicating success stories
Symbols and recognition events
Change monitoring and “course corrections”
com-towers GmbH confidential
This template can be used as a starter file to give updates for project milestones.SectionsSections can help to organize your slides or facilitate collaboration between multiple authors. On the Home tab, under Slides, click Section, and then click Add Section.NotesUse the Notes pane for delivery notes or to provide additional details for the audience. You can see these notes in Presenter View during your presentation. Keep in mind the font size (important for accessibility, visibility, videotaping, and online production)Coordinated colors Pay particular attention to the graphs, charts, and text boxes.Consider that attendees will print in black and white or grayscale. Run a test print to make sure your colors work when printed in pure black and white and grayscale.Graphics, tables, and graphsKeep it simple: If possible, use consistent, non-distracting styles and colors.Label all graphs and tables.
What are the dependencies that affect the timeline, cost, and output of this project?
The following slides show several examples of timelines using SmartArt graphics.Include a timeline for the project, clearly marking milestones, important dates, and highlight where the project is now.
The following slides show several examples of timelines using SmartArt graphics.Include a timeline for the project, clearly marking milestones, important dates, and highlight where the project is now.
This template can be used as a starter file to give updates for project milestones.SectionsSections can help to organize your slides or facilitate collaboration between multiple authors. On the Home tab, under Slides, click Section, and then click Add Section.NotesUse the Notes pane for delivery notes or to provide additional details for the audience. You can see these notes in Presenter View during your presentation. Keep in mind the font size (important for accessibility, visibility, videotaping, and online production)Coordinated colors Pay particular attention to the graphs, charts, and text boxes.Consider that attendees will print in black and white or grayscale. Run a test print to make sure your colors work when printed in pure black and white and grayscale.Graphics, tables, and graphsKeep it simple: If possible, use consistent, non-distracting styles and colors.Label all graphs and tables.