Post on 27-Mar-2015
transcript
PRESENTATION OUTLINEPRESENTATION OUTLINE
WHY CHANGEWHY CHANGE
WHAT TO CHANGEWHAT TO CHANGE
REINFORCINGREINFORCING
TELKOM KENYA LIMITED
WHY ARE WE IN WHY ARE WE IN BUSINESSBUSINESS
Make MoneyMake Money
Have Fun
ECONOMIC & SOCIAL FORCES DRIVING THE NEED FOR MAJOR CHANGE IN ECONOMIC & SOCIAL FORCES DRIVING THE NEED FOR MAJOR CHANGE IN
ORGANISATIONORGANISATION TECHNOLOGICAL
CHANGE
Faster and better Communication
Faster and better transportation
More information networks connecting people globally
MATURATION OF MARKETS
IN DEVELOPED COUNTRIES
Slower domestic growth
More aggressive exporters
More deregulation
INTERNATIONAL ECONOMIC
INTEGRATION
Fewer tariffs (GATT)
Currencies linked via floating exchange rates
More global capital flows
FALL OF COMMUNIST
AND SOCIALIST REGIMES
More countries linked to the capitalist system
More privatization
MORE HAZARDSMore competition
Increased speed
MORE OPPORTUNITIES
Bigger markets
Fewer barriers
THE GLOBALISATION OF MARKETS AND COMPETITION
MORE LARGE-SCALE CHANGE IN ORGANISATIONS
To avoid hazards and/or capitalize on opportunities, firms must become stronger competitors. Typical transformation methods include:Reengineering Mergers and acquisitions
Restructuring Strategic change
Quality Programmes Cultural change
FOCUS OF CHANGEFOCUS OF CHANGE
PEOPLE &BEHAVIOURS
PROCESSES
TOOLS
WHERE ARE YOU?WHERE ARE YOU?Stage 1 Stage 11 Stage 111 Stage lV
Organization Central
People R O B O T S PEOPLE
Materials
Process Long setupSingle purpose batch
Rapid setupMulti purpose flow
Methods Command control Problem solving teamwork
Trust Hardly any Little Some A great deal
BREAKING TRADITIONSBREAKING TRADITIONSFACTORS TRADITIONAL IT
INVENTORY ASSET LIABILITY
LOT SIZES FORMULAS IMMEDIATE NEEDS
SET UPS ACCEPT MINIMISE
QUEUES INVESTMENT ELIMINATE
SUPPLIERS ADVERSARIES CO-WORKERS
QUALITY TOLATE SCRAP ZERO DEFFECTS
MAINTENANCE REMEDIAL PREVENTIVE
LEAD TIMES LONGER SHORTER
WORKERS FOLLOWERS THINKERS
Holistic InitiativesHolistic Initiatives
Profits
“ EOS “
Soft Hard
“ BPR ” “ GO COST ”
Organized Common Sense
Management of PeopleManagement of PeopleStages 1,11,111 Stage IV
Traditional and static Broad potential, and dynamic
MANAGEMENT
Power Is natural resources Is knowledge
Organization Is built on hierarchy Is built on synergy/matrix
Management Is by command and control Is by empower and coach
Supervisors Flourish Vanish
Employees Take orders Make team decisions
Leadership Is by warriors Is by facilitators
Focus Is on shareholders Is on customers
Relationships Focus on the individual Focus on the team
Status Is gained by seniority Is gained by creativity
Productivity Is measured by production Is measured by quality
Everybody Is a competitor Is a customer
COMMUNICATIONCOMMUNICATIONStage 1
ExploitativeStage 11
BenevolentStage 111
ConsultativeStage IV
Participative
Authoritative GroupCOMMUNINICATION
How much communication is aimed at achieving the organization's objectives
Very little Little Quite a bit A great deal
What is the direction information flow?
Downward Mostly downward
Down and up Down, up and sideways
How is downward communication accepted?
With suspicion
Possibly with suspicion
With caution With an open mind
How accurate is upward communication?
Often wrong Censored for the boss
Limited accuracy
Accurate
How well do superiors know problems faced by subordinates?
Know little Some knowledge
Quite well Very well
BIG QBIG Q
IS THE PROBLEM MANAGING IS THE PROBLEM MANAGING
OROR
LEADING???LEADING???
MANAGEMENT VERSUS MANAGEMENT VERSUS LEADERSHIPLEADERSHIP
Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget)
Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive)
LEADERSHIPEstablishing direction: Developing a vision of the future – often the distant future-and strategies for producing the changes needed to achieve that vision
Aligning people: Communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies that accept their validity
Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs.
MANAGEMENTPlanning and budgeting: Establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen
Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation.
Controlling and problem solving: Monitoring results, identifying deviations from plan, then planning and organizing to solve these problems
Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget)
Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive)
THE TRUTH ABOUT THE TRUTH ABOUT SUCCESSSUCCESS
SUCCESSFUL CHANGE IS 70-90 SUCCESSFUL CHANGE IS 70-90 PERCENT LEADERSHIPPERCENT LEADERSHIP
MANAGEMENT ACCOUNTS FOR 10-MANAGEMENT ACCOUNTS FOR 10-30 PERCENT30 PERCENT
ESTABLISHING A SENSE ESTABLISHING A SENSE OF URGENCYOF URGENCY
Establishing the market and Establishing the market and competitive realitiescompetitive realities
Dealing firmly with sources of Dealing firmly with sources of complacency complacency
Identifying s. w. o. t. s.Identifying s. w. o. t. s.
WHY A TEAM?WHY A TEAM?
NO INDIVIDUAL IS EVER ABLE TO DEVELOP THE RIGHT VISION
COMMUNICATE IT TO A LARGE NUMBER OF PEOPLE
ELIMINATE ALL THE KEY OBSTACLES LEAD AND MANAGE DOZENS OF CHANGE PROJECTS
WEAK COMMITTEES ARE EVEN WORSE!!
PEOPLE TO AVOIDPEOPLE TO AVOID
THOSE WITH EGOS THAT FILL UP THE ROOM, LEAVING NO SPACE FOR ANYBODY ELSE
“SNAKES” – PEOPLE WHO CREATE ENOUGH MISTRUST TO KILL TEAM WORK
RELUCTANT PLAYER
THE RIGHT PEOPLETHE RIGHT PEOPLE
STRONG POSITION POWER, BROAD EXPERTISE, AND HIGH CREDIBILITY
GOOD LEADERSHIP AND
MANAGEMENT SKILLS
CREATE TRUST
-OFF-SITE EVENTS
-LOTS OF TALK AND JOINT ACTIVITIES
DEVELOP A COMMON DEVELOP A COMMON GOALGOAL
SENSIBLE TO THE HEAD
APPEALING TO THE HEART
DEVELOPING A VISION DEVELOPING A VISION AND STRATEGYAND STRATEGY
CREATING A VISION TO DIRECT THE CHANGE EFFORT
DEVELOPING STRATEGIES FOR ACHIEVING THAT VISION
COMMUNICATING THE COMMUNICATING THE CHANGE VISIONCHANGE VISION
USING EVERY VEHICLE POSSIBLE TO CONSTANTLY COMMUNICATE THE NEW VISION AND STRATEGIES
HAVING THE GUIDING COALITION ROLE MODEL THE BEHAVIOUR EXPECTED OF EMPLOYEES
EMPOWERING BROAD EMPOWERING BROAD BASED ACTIONBASED ACTION
GETTING RID OF OBSTACLES
CHANGING SYSTEMS OR STRUCTURES THAT UNDERMINE THE CHANGE VISION
IDENTIFYING AND DISCUSSING CRISES OR MAJOR OPPORTUNITIES
EMPOWERING PEOPLE TO EMPOWERING PEOPLE TO EFFECT CHANGEEFFECT CHANGE
COMMUNICATE A SENSIBLE VISION TO THE
EMPLOYEES
MAKE STRUCTURES COMPATIBLE WITH THE
VISION
PROVIDE THE TRAINING EMPLOYEES NEED
ALIGN INFORMATION AND PERSONNEL SYSTEMS TO THE VISION
CONFRONT SUPERVISORS WHO UNDERCUT NEEDED CHANGE
GENERATING SHORT-GENERATING SHORT-TERM WINSTERM WINS
PLANNING FOR VISIBLE IMPROVEMENTS IN PERFORMANCE, OR IMPROVEMENTS IN PERFORMANCE, OR WINS
CREATING THOSE WINS
VISIBLY RECOGNISING AND REWARDING PEOPLE/TEAMS WHO MADE THE WINS POSSIBLE
FORMS OF WASTEFORMS OF WASTEWATING
REWORK
MOTION (PEOPLE)
TRANSPORTATION (MATERIALS)
STORAGE
OVER-PRODUCTION
OVER-PROCESSING
CONSOLIDATING GAINS CONSOLIDATING GAINS AND PRODUCING MORE AND PRODUCING MORE
CHANGECHANGE
USING INCREASED CREDIBILITY TO CHANGE ALL SYSTEMS, STRUCTURES, AND POLICIES THAT DON’T FIT TOGETHER AND THAT DON’T FIT THE TRANSFORMATION VISION
HIRING, PROMOTING, AND DEVELOPING PEOPLE WHO CAN IMPLEMENT THE CHANGE VISION
REINVIGORATING THE PROCESS WITH NEW PROJECTS, THEMES, AND CHANGE AGENTS
WHY MOREWHY MORE
RESISTANCE IS ALWAYS AWATING TO REASSERT ITSELF
PROBLEM OF INTERDEPENDENCE
- WHAT HAPPENS IN SALES HAS
IMPLICATIONS TO SUPPLIES
ELIMINATION OF FALSE CUSTOMERS INCREASE VELOCITIES
ANCHORING NEW ANCHORING NEW APPROACHES IN THE APPROACHES IN THE
CHANGECHANGE
CREATING BETTER PERFORMANCE THROUGH CUSTOMER AND PRODUCTIVITITY – ORIENTED BEHAVIOUR, BETTER LEADERSHIP AND EFFECTIVE MANAGEMENT
ARTICULATING THE CONNECTIONS BETWEEN NEW BEHAVIOUR AND ORGANISATIONAL SUCCESS DEVELOPING MEANS TO ENSURE LEADERSHIP DEVELOPMENT AND SUCCESSION
WHAT IS CULTUREWHAT IS CULTURE
CULTURE REFERS TO THE NORMS OF BEHAVIOUR AND SHARED VALUES AMONG A GROUP OF PEOPLE
IT POWERFULLY INFLUENCES HUMAN BEHAVIOUR
ITS DIFFICULT TO CHANGE AND BEING INVISIBLE MAKES IT HARD TO ADDRESS DIRECTLY
YOU CANNOT EASILY MANIPULATE
ANCHORING CHANGE IN A ANCHORING CHANGE IN A CULTURECULTURE
REQUIRES A LOT OF TALK
-WITHOUT VERBAL INSTRUCTION AND
SUPPORT, PEOPLE ARE OFTEN
RELUCTANT TO ADMIT THE VALIDITY
OF NEW PRACTICES
MAY INVOLVE TURNOVER
-SOMETIMES THE ONLY WAY TO
CHANGE A CULTURE IS TO CHANGE
KEY PEOPLE
ANCHORING CHANGE IN A ANCHORING CHANGE IN A CULTURECULTURE
MAKES DECISION ON SUCCESSION
CRUCIAL
- IF PROMOTION PROCESSES ARE NOT CHANGED TO BE COMPATIBLE WITH THE NEW PRACTICES, THE OLD CULTURE WILL REASSERT ITSELF
TELKOM KENYA LIMITED