Post on 18-Jan-2016
transcript
Leaders, Strategy, Culture, Change and Transformative Growth:Lessons from the World of M&A
The Highs and the Lows of Our Experiences• Mary Cianni• Liz Huldin• Steve Steckler
Summary of Our Observations• Top leaders make the difference• Engaging employees is critical• Language can help or hurt• Change management is not linear; you don’t get to do it just once• Change happens one person at a time• The emotional aspects are the hard part; the rational aspects are easy • Can’t force the speed of change• Without a common purpose, there is no “common” change• Even the change team needs change management
Your Turn: Three Scenarios• Organic change: transforming how we operate• Strategic options: exploring what our future path might be • M&A: integrating a newly acquired company
Your Turn: Three Scenarios• What is the “common purpose”?• What are the change objectives? • Who needs to be involved?• What questions do we need to ask?• What are the first steps for the change team?• What are the “must have” change actions/activities?
The Future of Change: Hard + Soft > 2TECHNOLOGY• Social media• Social network analysis• “Individually-delivered” change and
communications
DATA• Micro-segmentation of employee
groups• Just-in-time pulsing data
CAPABILITY• Change agility in the DNA of leaders
and organizations• Change agility built into systems and
processes
COMMUNITIES• Virtual communities of actions• Time for learning and dialogue• Leaderless led change
The Non-Model Change Model
Change Agility Quotient of Leaders
ASSESSOrganizational History
of Change
Employee Levels of Change Efficacy
Assessment of Change Requirements
Change Processes and Systems Hard Wired
Social Network and Employee Preference
Analysis
COMMON PURPOSE
CHANGE CUSTOMIZED
COMMUNITIES COMMITTED
Leadership Trust
ACCOMPLISH
Employee Engagement
Business and Financial Performance
Change Agility Strengthened
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