國外工業(yè)模板13P177課件

CreatingSustainableChangethroughOrganizationalAlignmentandManaginganIncreasinglyDiverseWorkforce

February18,2008NASSCOMIndiaLeadershipForum2008CreatingSustainableChangethBusinessEventshaveHugeChangeManagementImplicationsPostMergerAlignmentCombinestwolegacyorganizationstorealizesynergies

Innovation&GrowthFocusesongeneratingnewideasandproductsOutsourcing

TransitionsservicesandtransactionstoexternalprovidersGlobalExpansionSourcesnewmarketsortalentfortop-linegrowthorforcostarbitrageChangeinOwnershipAltersownership,prioritiesofoperationsanddeliverablesTechnologyImplementationRealignsapplicationportfolios,automatestransactionsCostOptimizationReducescostsandassociatedresourcesRestructuringRealignunitsforbetterperformance&qualityTransactionsTransformation&ExpansionCommitment:Dowehaveleadershipcommitmentandstakeholdersupport?Consequence:Arewemeasuringandrewardingdesiredbehavior?Communication:How,whatandwhenshouldwecommunicate?Capability:Dowehavetheresourcesandcapabilitiestoachievethis?Culture/Org.:Whatculturalnuancesshouldwetakeintoaccount?BusinessEventshaveHugeChanChangeChallengesClientsTypicallyFaceduringTransformationChangechallenges/riskscompaniestypicallyexperienceRecommendedbestpractices

Definesuccessas“getthetechnologyup”,insteadofdefiningsuccessas“end-usersadopteddesiredbehaviors”:

EnsureprojectteamandsponsorsdefinesuccessasbehaviorchangeClearlydefinedesiredbehaviors(e.g.“stop/start/continue”doing)DefineandtrackmetricsindicatingadoptionofdesiredbehaviorDevelop“consequencemanagement”plantoencouragedesiredbehaviorsanddiscourageunwantedbehaviorsStakeholders,especiallymanagers,areresistanttothechange(e.g.usingwork-aroundsorcontinuetouseoldsystem),orhaveemotionalreactionstothechangeConductastakeholderanalysistounderstandwhichandhowemployeesareimpacted,theirconcerns,howtobestaddressthoseconcernsDevelop“what’sinitforme”messagestailoredtomanagersandotherkeystakeholdergroupsConductworkshoptosupport“personaltransitions”Developtailoredandtimely2-waycommunicationsInsufficientengagementfromsponsorsandleaders:DevelopstrategyforinvolvingsponsorsandleadersinleadingthechangeandholdingthemaccountablefortheresultsProvidesponsorsandleaderswithon-boardingandskill-buildingsessionsHoldregularcheck-inswithsponsorsandleadersInsufficientChangeManagementcapabilityand/orresourcesonclientteamOutlinetheroleandrequiredskillsofChangeTeammembersandselectandfullystaffbasedontheroleprofile(s)ProvideChangeTeamwithon-boardingandskill-buildingsessionsHoldregularreviewsofchangemanagementlessonslearnedChangeChallengesClientsTypiManagingChange…Changeis…EventsSituationalOutcome-orientedRelativelyQuickTransitionis…ExperiencesPsychologicalProcess-basedGradual&SlowManagingChange…Changeis…TrTheHumanDynamicinChangeOrganizationMomentumTime“Changeisexciting”“Ourcompanyistakingaboldstep”Fear/uncertainty“Whatdoesthismeanforme?”“Whataremyprioritiesnow?”Paralysis“Ican’tactwithallthisuncertainty”“Myhighestpriorityistostayontopoftheintegrationnews”Adaptation“Trainisleaving,Ibettergeton”“It’shard,butwecandoit”Commitment“Itistherightthingtodo”“Wewillsucceed”Departure“ThisisnotsomethingIwanttobepartof”“I’lldowhatisnecessarytosurvive”WithdrawalEarlyeuphoriaTheHumanDynamicinChangeOrg國外工業(yè)模板13P177課件EngagingEmployeesAcrossDiverseGeographiesNationalCultureOrganizationalCultureValuesPracticesFamilyWorkSchoolEngagingEmployeesAcrossDive8EngagingEmployeesinTransitionSellthe“What’sinitforme?”— Motivateemployeeswiththerightmessages— GiveemployeesareasontocareBrandtheculture— Re-defineexpectationsandcommitments— EducateandpromotethevaluetoemployeesSustainemployeebehaviorchange— Keepthebrandalive— ActivelymeasureandmanageAlignprograms,communications,anddelivery— Createaconsistentexperience— Reward/reinforcetherightbehaviors8EngagingEmployeesinTransitDefinitionofEngagementHowmuchIlikethingshere.HowmuchIwanttoandactuallydoimproveourbusinessresults.EngagementSatisfactionHowmuchIwant

tobehere.CommitmentThreekeybehaviorsthatindicatestrongengagementSay!,Stay!,Strive!EngagementisastateofemotionalandintellectualengagementDefinitionofEngagementHowmuIntegrationofInternal&ExternalBrandBestemployerbrandingthenisawaytobrandyourentireannualinvestmentinpeopleinordertogetemployeesmovinginthesamedirectiontowardsomegreateroutcomethanthesumofthesilos.Thepromisestatementthatappearsinyourexternalmarketing(ToCustomers)Brandpromisethatalignsandcomplimentstheexternalpromise(ToEmployees)“ValueProposition”InternalBrandPositioningExternalBrandPositioningThekeythinghelpingemployeesseetheconnectionbetweenthepromiseforthemandthepromiseforcustomersthattheyarechargedwithdeliveringWhatdoyouwantofme?What’sinitforme?IntegrationofInternal&ExteSouthwestAirlines’CaseSouthwestAirlinesisknownforitsuniquebusinesscultureandoutstandingperformanceforalengthoftime.Profitin2001:US$511million(profitablefor29consecutiveyears)Fewestcustomercomplaints(2000,2001)Employees:34,000Highestloadfactor*inindustry(70.5%,2000)Highretentionrate(93%in2000,96%in2001)EmployerofchoicebyFortune(‘97~‘01)*PercentageofpayingcustomersoveravailableseatsSouthwestAirlines’CaseSouthwSWA’sEmployerBrand“FREEDOM”“FreedomBeginsWithMe”“TheFreedomtoFly”ToEmployeesToCustomersTheGlueSWA’sEmployerBrand“FREEDOM”“ToEmployeeToCustomerIconsusedinHRpracticesLogosSWA’sEmployerBrand:ConsistentVisualIdentityToToIconsLogosSWA’sEmployerB國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件國外工業(yè)模板13P177課件CreatingSustainableChangethroughOrganizationalAlignmentandManaginganIncreasinglyDiverseWorkforce

February18,2008NASSCOMIndiaLeadershipForum2008CreatingSustainableChangethBusinessEventshaveHugeChangeManagementImplicationsPostMergerAlignmentCombinestwolegacyorganizationstorealizesynergies

Innovation&GrowthFocusesongeneratingnewideasandproductsOutsourcing

TransitionsservicesandtransactionstoexternalprovidersGlobalExpansionSourcesnewmarketsortalentfortop-linegrowthorforcostarbitrageChangeinOwnershipAltersownership,prioritiesofoperationsanddeliverablesTechnologyImplementationRealignsapplicationportfolios,automatestransactionsCostOptimizationReducescostsandassociatedresourcesRestructuringRealignunitsforbetterperformance&qualityTransactionsTransformation&ExpansionCommitment:Dowehaveleadershipcommitmentandstakeholdersupport?Consequence:Arewemeasuringandrewardingdesiredbehavior?Communication:How,whatandwhenshouldwecommunicate?Capability:Dowehavetheresourcesandcapabilitiestoachievethis?Culture/Org.:Whatculturalnuancesshouldwetakeintoaccount?BusinessEventshaveHugeChanChangeChallengesClientsTypicallyFaceduringTransformationChangechallenges/riskscompaniestypicallyexperienceRecommendedbestpractices

Definesuccessas“getthetechnologyup”,insteadofdefiningsuccessas“end-usersadopteddesiredbehaviors”:

EnsureprojectteamandsponsorsdefinesuccessasbehaviorchangeClearlydefinedesiredbehaviors(e.g.“stop/start/continue”doing)DefineandtrackmetricsindicatingadoptionofdesiredbehaviorDevelop“consequencemanagement”plantoencouragedesiredbehaviorsanddiscourageunwantedbehaviorsStakeholders,especiallymanagers,areresistanttothechange(e.g.usingwork-aroundsorcontinuetouseoldsystem),orhaveemotionalreactionstothechangeConductastakeholderanalysistounderstandwhichandhowemployeesareimpacted,theirconcerns,howtobestaddressthoseconcernsDevelop“what’sinitforme”messagestailoredtomanagersandotherkeystakeholdergroupsConductworkshoptosupport“personaltransitions”Developtailoredandtimely2-waycommunicationsInsufficientengagementfromsponsorsandleaders:DevelopstrategyforinvolvingsponsorsandleadersinleadingthechangeandholdingthemaccountablefortheresultsProvidesponsorsandleaderswithon-boardingandskill-buildingsessionsHoldregularcheck-inswithsponsorsandleadersInsufficientChangeManagementcapabilityand/orresourcesonclientteamOutlinetheroleandrequiredskillsofChangeTeammembersandselectandfullystaffbasedontheroleprofile(s)ProvideChangeTeamwithon-boardingandskill-buildingsessionsHoldregularreviewsofchangemanagementlessonslearnedChangeChallengesClientsTypiManagingChange…Changeis…EventsSituationalOutcome-orientedRelativelyQuickTransitionis…ExperiencesPsychologicalProcess-basedGradual&SlowManagingChange…Changeis…TrTheHumanDynamicinChangeOrganizationMomentumTime“Changeisexciting”“Ourcompanyistakingaboldstep”Fear/uncertainty“Whatdoesthismeanforme?”“Whataremyprioritiesnow?”Paralysis“Ican’tactwithallthisuncertainty”“Myhighestpriorityistostayontopoftheintegrationnews”Adaptation“Trainisleaving,Ibettergeton”“It’shard,butwecandoit”Commitment“Itistherightthingtodo”“Wewillsucceed”Departure“ThisisnotsomethingIwanttobepartof”“I’lldowhatisnecessarytosurvive”WithdrawalEarlyeuphoriaTheHumanDynamicinChangeOrg國外工業(yè)模板13P177課件EngagingEmployeesAcrossDiverseGeographiesNationalCultureOrganizationalCultureValuesPracticesFamilyWorkSchoolEngagingEmployeesAcrossDive30EngagingEmployeesinTransitionSellthe“What’sinitforme?”— Motivateemployeeswiththerightmessages— GiveemployeesareasontocareBrandtheculture— Re-defineexpectationsandcommitments— EducateandpromotethevaluetoemployeesSustainemployeebehaviorchange— Keepthebrandalive— ActivelymeasureandmanageAlignprograms,communications,anddelivery— Createaconsistentexperience— Reward/reinforcetherightbehaviors8EngagingEmployeesinTransitDefinitionofEngagementHowmuchIlikethingshere.HowmuchIwanttoandactuallydoimproveourbusinessresults.EngagementSatisfactionHowmuchIwant

tobehere.CommitmentThreekeybehaviorsthatindicatestrongengagementSay!,Stay!,Strive!EngagementisastateofemotionalandintellectualengagementDefinitionofEngagementHowmuIntegrationofInternal&ExternalBrandBestemployerbrandingthenisawaytobrandyourentireannualinvestmentinpeopleinordertogetemployeesmovinginthesamedirectiontowardsomegreateroutcomethanthesumofthesilos.Thepromisestatementthatappearsinyourexternalmarketing(ToCustomers)Brandpromise