Change Management Skills

Development

Kristian Åsberg

Restricted

RH/2013-05

Presentation Kristian Åsberg

►Director Centre of Expertise Learning & Development

►Change Management Director

►20 years of experience from L&D and CM within Swedish Marines, Scania, IKEA and Tetra Pak

►Chairmen and founder of the Swedish Learning Association, Swedish Learning Awards and Swedish Change Management Awards

History

“A package

should save

more than it

costs”

Dr Ruben Rausing

Tetra Pak the multi-possibility company

Consumers Retailers Customers

Market

companies

Processing

Packaging

We commit to making food safe and available everywhere

Employees: 24,350

Net sales: Mio € 10,360

Countries where Tetra Pak packages are available: >170

Number of package sold: 180 000 000 000

JH/2012-04-26

/ 5 Tetra Laval

Change Management

Internal

Agenda

►Why Change Management?

►Where are we?

►Roles and competence for Change Management

►Where do we want to go?

Why Change Management?

Internal

KÅ/2012-02-22

Current situation

► Tetra Pak manages around 1,500 projects a year – some with a considerable change management component

► We have not supported change in a uniformed way

► Change management will be needed for our capabilities development, competitiveness and to support 2020 strategy

► There has been an insufficient collaboration between HR, Communications and Business Transformation to drive improvements in how we manage change

► Change Management is key to project success – research shows that effective and integrated project, change and financial management is required for success

Tetra Pak Internal 2009-04-23, KA, AB Tetra Pak

How it looks today

Therefore we need to:

► Be responsive and flexible during times of

change

► Have one common approach and a

supporting organisation

► Execute change faster

► Ensure that the desired changes stick

Business need

The increasing competitiveness and pace of change in

our industry requires us to change and continuously

improve faster and more effectively.

Internal

KÅ/2012-02-22

Change

Understand the need for change in a developing business

environment. Drive, embrace and implement identified changes

Examples

► Takes action despite uncertainty

► Is energised by new challenges

► Able to see situations from different perspectives

► Approaches conflicts constructively

► Gives responsibilities in change programs to key,

well respected people in their team

► Involves their teams in change and listens to their suggestions

► Suggests breakthroughs and influence senior managers to support their ideas

► Invests their time visibly in change efforts

► Not satisfied with the status quo

Leadership at Tetra Pak

Demonstrating good leadership

Internal

KÅ/2012-02-22

Where are we?

Internal

Methodology

Built on the Kotter 8 steps model

Change Management Concept

Consist of three building blocks

Toolbox

Tetra Pak adapted tools and reference models

Training programmes

To increase individuals’ competences and capabilities to support change initiatives

Internal

Kotter Steps Kotter Stages Key Tools Reference models

1 .Increase Urgency

Creating a Climate for Change

Change Readiness Assessment

Change Agenda

Stakeholder Management

Desired Future State / Current State

Force Field Analysis

OTIS

SWOT

Adoption Curve

McKinsey 7’s

RACI (Roles & responsibilities)

LPD Summary

2. Build the Guiding Team

3. Get the Vision Right

4. Communicate for Buy In

Engaging and Enabling

the Whole Organisation

Change Curve

3 Box Model

Networking

PACK

Rainbow Model

Low Hanging Fruit

Strebel Change Grid

Change House

3 A’s Model

W Bridges Transition

Communication Guidelines for Managers Handbook

Training guidelines and plans

5. Empower Action

6. Create Short Term Wins

7. Don’t Let Up

Implementing and

Sustaining the Change

Empowerment

Team Process Review

Unfreeze / Change / Refreeze

Tipping Point

Conflict Management Strategies (Killmann)

Reward accomplishments & milestones

Change Effect Survey 8. Make It Stick

Additional Materials

Toolbox Templates

Keep, Stop, Start, Change

Strength Deployment Inventory (SDI)

Link to Corporate Communications

Link to Project Management

JP Kotter Change Management presentation

Facilitation Checklist

Recommended Reading

Problem Solving Methodology (PSM)

Items in BOLD indicate tools used at training

Change Management Tools Matrix

Based on Kotter Change Model

Implementing and sustaining the concept Result so far

Cascades in other programmes

Secured integrations of cascades.

On demand programmes

Delivered 30 tailor-made programs for market / function with a special

and urgent need. Delivered cluster management “call for action”.

Change Management programme

200 facilitators have been trained from different functions and markets in our 4 days Change Management programme

Network session

Delivered network sessions with the aim of knowledge sharing, establish best practice, improve concept and identify capability GAP‘s

Internal

Business alignment

With competitiveness program, TopEx and strategic 2020 projects.

Roles and competence for Change Management

Internal

Level of change complexity

Major change complexity for example strategic, BT and capability development

projects or organizational development. The project or line manager needs to allocate a

change manager

Medium change complexity for example development and technology projects or

change of working methods. The project or line manager is supported by a facilitator

Limited amount of change complexity for example team development, continuous improvement or installation project. The change agent for example project or line

manager handles the change and are trained via cascades and e-learning

What kind of support is needed

Internal

Change roles

Change sponsor

Change Manager

Change agents

Change Receivers

Change agents

Internal

►Change sponsor/champion − Presenting and selling the vision of the new future, motivating people to work towards

this future.

− Reviewing progress at defined milestones or ‘gates’, and only allowing continuation if

milestone criteria are met.

− Acting to remove resistance and other organizational blocks that hinder the changes

being implemented

►Change manager/facilitator − A person who have the responsibility to drive and implement the desired change

− A practitioner and expert of the process who is coaching the sponsor, management

team, project or line organization

− Can be involved in cross function task forces supporting major change initiatives in line

with 2020 strategy in a capacity of internal consultants

►Change agent − Cascading the change message throughout the organisation

− Looks out for resistance, measure readiness, assess existing people/structures

Change Management R&R

Internal

Where do we want to go?

Internal

Change Management

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People - dependent without any formal practices or plans

Little or no change management applied Adhoc or

absent Level 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

Isolated

projects Level 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

Multiple

projects Level 3

Selection of common approach

Organization - wide standards and methods are broadly deployed for managing and

leading change

Organizational

standards Level 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of

the organization’s culture and intellectual property.

Organizational competency Level 5

Highest rate of project failure, turnover and

productivity loss

Highest probability of

success

People - dependent without any formal practices or plans

Little or no change management applied Adhoc or

absent Level 1

Many different tactics used

inconsistently

Some elements of change management are being applied in isolated projects

Isolated

projects Level 2

Examples of best practices evident

Comprehensive approach for managing change is being applied in multiple projects

Multiple

projects Level 3

A common

approach

Organization - wide standards and methods are broadly deployed for managing and

leading change

Organizational

standards Level 4

Continuous process

improvement in place

Change management competency is evident in all levels of the organization and is part of

our organizational culture. Organizational competency Level 5

Maturity model for Tetra Pak

2010

2011

2014

????

► The Why!

What does good look like Regarding Change Management capability

We:

► Have clearly identified change facilitators with the necessary competence and resources to be able to support and execute change faster and make the desired change stick

► Have learning activities that can fill the gaps in change management competencies

► Have one approach in how we lead and manage change

► Plan change activities in a more structured way and integrated into project plans when relevant

► Have a clear change management ownership and governance that coordinate and further develop the concept

► Have tools and methods integrated and used in our daily business using the learning methodology Action – Reflection - Learning

► Are good at painting the desired future state and clearly communicating why we are making a change

► Communicate the Tetra Pak’s change management framework and secure the usage throughout the organization

People Process Tool Performance

= x x

Internal

KÅ/2012-02-22

► The Why!

► We are responsive and flexible during times of change

► We embed a change mindset on all levels in the organization where change is a natural part of our daily work

► We perceive change as a necessity to grow the business and stay competitive as well as an opportunity to develop ourselves

► We understand the people aspect of change. Therefore we engage our employees early in and throughout the whole change process with the ambition to be as transparent as possible

► We know change takes time and we are persistent in driving towards our future state

► We continue to perform and deliver on our business objectives also during change

► We collaborate to understand the impact different changes might have on other parts of the business as well as to share and learn from each others’ experiences

What does good look like Regarding mindset

Internal

KÅ/2012-02-22

Restricted

RH/2013-05

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