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IT’S A JUNGLE OUT THEREChange Management Business Series
SURVIVAL GUIDES FOR
IMPLEMENTING CHANGES EVEN IN SEEMINGLY HOSTILE ENVIRONMENTS
Presented by Joe McMahon Contact us at [email protected]
©2016 “It’s a Jungle Out There” Change Management Business Series – Organizational Change Management
WHY WOULD ANYONE NEED A SURVIVAL GUIDE FOR
CHANGE MANAGEMENT?
WHY WOULD ANYONE NEED A SURVIVAL GUIDE FOR
CHANGE MANAGEMENT?
JOE MCMAHONCybersecurity and Business Risk Management Consultant
Principal strategist and advisor for large scale organizational transformations and alignment of Capital Planning and Investments Controls (CPIC) to business priorities/assigned missions and
cybersecurity strategies.
Results oriented leader with a proven track record for developing adopted strategies for enterprise-wide business/IT transformations in the Department of the Navy and Department of the Interior. Served in numerous senior management and board positions, including CIO and Chairman, in
corporate, federal, defense, academic, and non-profit sectors with award winning results.
Teaching experience covers wide range from undergraduate principles of leadership and management to military aviation flight and tactics.
Speaker - Panel Moderator - Workshop Facilitator
www.linkedin.com/in/[email protected]
757-383-4124
Session I - Part IOrganizational Change Management
Presented by Joe McMahon Contact us at [email protected]
Session 1: Part IIKOTTER’S 8 STEPS FOR LEADING CHANGE
Presented by Joe McMahon Contact us at [email protected]
©2016 “It’s a Jungle Out There” Change Management Business Series – Organizational Change Management
Discover skills that influence the changes auditors wish to see in the organization and beyond. This session will address how internal and external organizational and human factors will
support and/or limit implementation of audit recommendations.
AN AUDITOR'S ODYSSEY FOR ORGANIZATIONAL CHANGE.
ORGANIZATIONAL MATURITY LEVELS
Level 1: Ad Hoc
Level 2: Reactive
Level 3: Structured & Proactive
Level 4: Managed & Focused
Level 5: Continuous Performance Improvements
DIMENSIONS:• Leadership• Culture & Values• Strategic Thinking &
Planning• Alignment• Performance Measurement• Performance Management• Process Improvements• Sustainability
Level 1: Ad Hoc
Level 2: Reactive
Level 3: Structured & Proactive
Level 4: Managed & Focused
Level 5: Continuous Performance Improvements
DIMENSIONS:• Leadership• Culture & Values• Strategic Thinking &
Planning• Alignment• Performance Measurement• Performance Management• Process Improvements• Sustainability
You?
Your Organization?
ORGANIZATIONAL MATURITY LEVELS
WHY ORGANIZATIONS DON’T LEARNby Francesca Gino and Bradley Staats, Harvard Business Review (Nov 2015)
• Bias Toward Success• Fear of failure
• Fixed mindsets
• Overreliance on past performance
• Attrition bias
• Bias Toward Action• Exhaustion
• Lack of Reflection
• Bias Towards Fitting In • Believing we need to conform
• Failure to use ones strengths
• Bias Towards Experts• Overly narrow view of expertise
• Inadequate frontline involvement
PERCEPTION VS REALITYDealing with situations where everyone is convinced
they have the “right” answer
It’s a hose!
It’s a rope!It’s a tree!
"Change for change’s sake does not always result in progress.“
• Opportunities and pitfalls
• When and why to initiate change
• Risk of too little too late, too much too soon, or just too much
“Failure is not fatal, failing to change might be.” - John Wooden
FREQUENTLY ASKED QUESTIONS
1. How do we modify the existing operations model to accommodate new work practices, processes and routines?
2. How do we intentionally create tomorrow while we simultaneously execute today?
3. How do we nurture the talent we have today to become more viable and productive for tomorrow?
4. How do we lead the plethora of changes required to make this business a success?
KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION
1. Clearly define the change
• Clear advantage over the “old way.”
• Compatible with the existing mission and values of the organization.
• Easily understood (it is not overly complex).
• “Try-able.” Employees can try it out on a limited basis and “learn by doing.”
• “Observable.” Employees see others engaged in the change and the feedback they receive is positive.
2. Management is supportive of the change
• Senior leaders are engaged and educated.
• The board is engaged and educated.
• The staff is engaged and educated.
KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION
3. There is an implementation “champion” who has the power and charisma to overcome indifference or resistance to the change
• Employees recognize that the change is a major priority, which will be
supported and rewarded by the organization.
• Resources (time, money, people, and equipment) are available to
implement the change including training and practice.
• Policies and procedures are changed to support and sustain the
change.
• Job descriptions and performance appraisals are changed to support and
sustain the change.
KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION
4. The effectiveness of the change is evaluated
• Plans are made to collect the necessary data.
• Evaluation results are communicated to all members of the organization.
Results of the evaluation are integrated into plans to continually improve the new processes
KEYS TO SUCCESSFUL CHANGE IMPLEMENTATION
Opportunities are usually
disguised as hard work,
so most people don’t
recognize them.
Break TimePresented by Joe McMahon Contact us at [email protected]
Session 1: Part IIKOTTER’S 8 STEPS FOR LEADING CHANGE
Presented by Joe McMahon Contact us at [email protected]
Creating A Climate For Change
1. Create a sense of urgency
2. Create a coalition
3. Develop a vision and strategy
Create A CoalitionTeam Dynamics - Tuckman Model
FORMING STORMING
NORMINGPERFORMING
• Relationships are well understood
• Committed to team roles
• Begins to work to optimize team processes
• Team committed to performing well
• Focuses on being strategic
• Team runs well without oversight
• Higher degree of guidance required from managers
• Individual roles are unclear
• Process usually not well established
• Understanding how decisions are made
• Purpose is clear, but relationships are blurry
When “I” is replaced
by “we”
even “Illness”
becomes “wellness”
Engaging And Enabling The Whole Organization
4. Communicate the vision5. Empower the action6. Get quick wins
Easy To AchieveDifficult To Achieve
Big Impact
Small Impact
Quick Wins
Little Value
Big Goals
Not WorthDoing
Look for the solutions and not the problems
Learn to focus on what will give results
Implementing And Sustaining Change
7. Leverage wins to drive change8. Embed in culture
“Change is inevitable. Growth is optional.” - John Maxwell
“If you don’t like change, you’ll like irrelevance even less”
- Gen Eric Shinseki
Change Management Lecture Series
• Organizational Change Management• Managing Strategic Change• Team Building for Change Implementation• Business Process Reengineering• Strategic Workforce Planning• Achieving Results That Matter
Break TimePresented by Joe McMahon Contact us at [email protected]