1. Managing Culture Change

2. Lou Giardelli | Senior Project Manager – Strategic Services

3. My Disclaimer
This presentation includes ‘weak’ PowerPoint techniques such as ‘fading’ words from time-to-time and may include things you have or have not seen on the Internet in some form or fashion over the past 20 years. It does not include emoticons of any sort, cute pictures of puppies (hey, I like puppies too!), or even ‘bleeding edge,’ cool items that you might see or hear being promoted as the next great thing…. ‘LG’

4. Agenda Change Management and Why? Culture
Best Practices to Make Change Happen!

5. Change Management and Why?
Definition…
Change Management refers to any approach to transitioning individuals, teams, and originations using methods intended to redirect the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.
Change Management focuses on how people and teams are affected by an organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business processes.

6. Change Management and Why?
‘In order to survive, organizations and their cultures must continuously evolve and change’
‘Change is Difficult, not Changing is Fatal’
Five drivers that typically prompt change:
Economic changes
Laws and regulations
Social developments
Demographic trends
Technology

7. Change Management and Why?
Economic changes: Examples
Fuel costs
Employee wages / driver shortage
Slowdown in industry sectors
Weather-related commodity impacts

8. Change Management and Why?
Laws and regulations: Examples
CSA compliance
State-by-state trailer requirements
Federal and state filing requirements

9. Change Management and Why?
Technology: Examples
Cloud-based systems – Less management, quick expansion
Electronic logging devices – Supporting E-Logs
Tractor and trailer data points – Reefer management, driver behavior
Data Warehouse/Business Intelligence – Beware of the avalanche!

10. Change Management and Why?
The Bottom Line:
Whether planned or unplanned, any type of change in an organization will include some form of disruption. Be prepared!

11. Culture Let’s start with a good definition
A way of thinking, behaving, or working that exists in a place or organization (such as a business). ‘Merriam-Webster’

12. Culture – What Does Yours Look Like?

13. Your Culture will directly affect your ability to change!
Why it’s Important to define your organizational culture
Simply put, your organizational culture is ‘the way we do things around here.’
If you don’t define your company culture, it will define you
Culture is like a garden. If you let it go, individual flowers and weeds that you never expected to be there will sprout and grow—some taking root and becoming difficult to remove. If you don’t take proactive efforts to define your culture, you will find that it will begin to form by itself.
Every team member should define the culture in exactly the same way
If you asked your employees to define ‘the way we do things around here’ what would they say?
Why is this important?
Your Culture will directly affect your ability to change!

14. Best Practices to Make Change Happen!
Lewin’s Model
Change Agents
The Process
Make sure your process includes…

15. Best Practices to Make Change Happen!
Lewin’s Model for Change Management
Unfreezing
Getting ready to move
Moving
Making the change
Refreezing
Stabilizing the change

16. Best Practices to Make Change Happen!
The Process: Modernizing Lewin
Prepare (Unfreezing)
Manage (Moving)
Reinforce (Refreezing)

17. Change Agent Defining the Role
A person or group that works on a change program. ‘Cambridge Dictionary’
Change management has become a much bigger, more interwoven part of the overall business fabric—an embedded leadership requirement that plays into everything that we do, every day, and how we go about getting things done, regardless of hierarchy or rank. In the end, every leader must be a Change Agent. ‘Forbes.com’
Change Agents unleash the ‘Special Forces’ of your company.

18. Best Practices to Make Change Happen!
Change Agents – Do they have the right attitude?
Must have great persistence, ambition, and enthusiasm!
Change is a complex and labor-intensive process that arouses feelings and emotions. Change Agents must have the skills to deal with these issues.
Angry people, frustrated teammates, conflicting priorities, unforeseen problems, and behind-the-scene resistance are typical daily challenges.
They must be fully committed to see the change through to completion.
The best Change Agents are tactful and diplomatic.

19. Best Practices to Make Change Happen!
Change Agents – Do they have the appropriate knowledge?
They should be subject-matter experts in their respective areas of responsibility. Expertise brings credibility!
Change Agents must be well-connected throughout the organization.
They must be able to communicate effectively with stakeholders to achieve a successful result.

20. Best Practices to Make Change Happen!
Change Agents: Do they have the necessary skills?
Change Agents need to operate during times of instability and uncertainty.
They must manage conflicting priorities, multiple constituencies, and fast- approaching deadlines.
They are responsible for guiding the organization through the numerous challenges of transition.
Change Agents need strong analytical skills. Guessing won’t do.
Good Change Agents must be flexible enough to work around roadblocks and handle evolving priorities.
People skills: team-building, forging interpersonal relationships, and communicating within groups—these are mandatory for Change Agents.

21. Best Practices to Make Change Happen!
Prepare Phase: Focus, Assess, and Plan
Define business outcomes and a strategic foundation. When in doubt, refer to this!
Conduct a Change Readiness Assessment. What happens when we do this?
Create a Communication Plan that spreads like wildfire. Who, when, and how often?
Establish a Change Leadership Team.
Build Change Management Plans.
Build organizational support through communications downward to front-line employees.
Define a number of criterion via data points to measure your success. This will tell you if you really succeeded.

22. Best Practices to Make Change Happen!
Manage Phase: Enable and Implement
Mobilize and execute plans
Initiate training and coaching of your internal Change Agents
Communicate the expectations and early wins across the organization
Reward employees who go beyond their normal scope of duties
Address anticipated and emerging resistance with clear communication!
Keep a scorecard for the progress and display it across the organization. This shows transparency from Management even when things are not going as designed.

23. Best Practices to make Change Happen!
Reinforce Phase: Sustain and Adapt
Celebrate Successes! Yeah, pizza lunch!
Assess progress and adjust course where required.
Identify areas for continuous improvement via ‘health checks’ and feedback.
Report and analyze your measures of success from the Prepare Phase and publish the results on an ongoing basis.

24. Best Practices to Make Change Happen!
Make sure your process includes…
Establishing a sense of urgency
Forming a powerful coalition of supporters of change
Creating a vision of change
Communicating that vision!
Empowering others to act on that vision
Planning and creating short- term wins
Consolidating improvements and produce more change!
Institutionalizing new approaches

25. Safe Harbor Notice
The information presented is for informational purposes only and should not be relied upon in making a purchasing decision. Trimble is under no legal obligation to deliver any future products, features or functions within any specified time frame, if at all. Release dates and content are subject to change at Trimble’s sole discretion.

26. Questions?

27. Some Important Reminders
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28. Thank you! Louis Giardelli Senior Project Manager, TMW Systems, Inc.
p: e:
M O V I N G Y O U F O R W A R D

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