1. MANAGING ORGANIZATIONAL CHANGE IN A WORLD OF CONSTANT CHANGE, THE SPOILS GO TO THE NIMBLE.

2. EMPLOYEES WANT…. More jobs More participation in decisions More flexible work arrangements More leisure time More information More rights Professional growth Technology Psychological contract

3. EMPLOYERS WANT… Automation Employee motivation & involvement More broadly-skilled employees Employees willing to work where they are needed More freedom to pursue company aims

4. GOVERNMENT WANTS…. More legislation controlling industry More collaboration with employers

5. WHAT DRIVES CHANGE? Competition Technology Legislation Economy Regulators Unions Politics Social/Internal Values Demographics Culture Attitudes of Employee Customer Focus Globalization

6. CHANGE We live in an era of risk and instability and the ability to read and act on signals: To experiment To manage complex systems To mobilize

7. GUIDING CHANGE Correct diagnosis of the nature of the change challenge Early development of shared understanding Enrichment of shared understanding

8. SPEED Establish a sense of urgency Create a limited and focused strategies agenda Rapid, strategic decision making and deployment

9. MOMENTUM Identification and management of sources of resistance – securing a favorable balance of power throughout the organization Utilizing key organizational enablers Demonstrated leadership commitment

10. COMMUNICATION Plays a major role in organizational change Procedure & processes remain important People have to understand what is happening or what is going to happen

11. Each step of the change process requires communication Designing change is not possible without documenting its necessity COMMUNICATION

12. If you do not have communication, you:  Destroy commitment  Damage employee morale  Generate huge resistance and hostility

13. CHANGE As a change agent, what are you going to use? Mission of the organization Vision of the organization Key stakeholders Benefits of change Total involvement

14. CHANGE Being a change agent is: Setting a new leadership style Creating a shared vision for quality results Establishing process improvements Fostering employee buy-in Specific management of results Incorporating training Continued improvement

15. ORGANIZATIONAL PROCESS Also known as “Hardware” Rules, policies, procedures Span of control Communications processes Organizational structure form Process flows Equipment change Information systems

16. PEOPLE Also known as “Software” Transforming behavior Knowledge, skills, abilities, or other characteristics Reward systems Training

17. SUCCESSFUL CHANGE Managing change means having the right people on board that will: *not only deal with change, but pursue it!

18. One more question: What happens when a key person leaves? Vulnerability Knowledge is lost Continuity interrupted Morale and motivation decline

19. SUCCESSION PLANNING Succession Planning in Change: Talent management Ongoing process Identifying Assessing Developing leadership Inventory of openings Position criteria Potential candidates

20. DEVELOPMENT History of employee Management/technology competencies Assessment Development Training Educational experiences Assignments and projects Job rotation Mentoring Individual study Volunteer work Action learning