Date post: | 09-Dec-2014 |
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Business |
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Change Managementthe human factor
Raymond TukkerMichel van Buren
Program
Introduction Michel van Buren 20 min
Business Case Raymond Tukker 20 min
Case Questions Raymond Tukker 5 min
Case Solving 30 min
Discussion Michel van Buren / Raymond Tukker
15-30 min
BLMC provides a contribution to the growth oforganizations.
We share knowledge, expertise and passion by providingadvice and people in the areas of logistics, supply chainmanagement, facility, purchasing and healthcare.
> Executive search & Development
> Interim-, Project- & Change Management
> Business consultancy
70 % of all organizational changes FAIL (Cozijnsen)
(anders veranderen, 2004 page 19)
Why?
BEHAVIOR determines success
Behavior determines success
FIGHT
FLEE
PARALYZE
BEHAVIOR determines success
Does 70% of BLMC change management projects fail?
Research Nicky van der Kramer Msc. 2009
SUCCESSFUL ORGANIZATIONAL CHANGE WITH THE USE OF AN INTERIM MANAGER
Does 70% of BLMC change management projects fail?
’There were some political tensions on the workfloor, the IM actively influenced this by talking to people, bring people to reason and be clear. In the end political tensions reduced significantly and this was very important to create a calm organization.’
‘You need people who trust you, believe in you and will follow your line of thought. You can not achieve everything yourself, but you need people to help you. Creating this was my first priority.’
All the factors that influenced success werebased on influencing the behavior of people
How to manage a CHANGE?
9 rules
dynamics of
thinking en doing
Basics of change management
sense of URGENCY
Basics of change management
MANAGEMENTLEADERSHIPDISCIPLINE
Basics of change management
Operational meeting
Change ManagerManaging team
departments
STURINGLEIDERSCHAPDISCIPLINE
Basics of change management
Operationeel overleg
VerandermanagerStuurgroep
afdelingen
MANAGEMENT
LEADERSHIPDISCIPLINE
MORE EXTROVERTRESOLUTEDISCIPLINEDCONTROLS CHAOS
Basics of change management
MANAGEMENTLEADERSHIP
DISCIPLINE
LEADERS KNOW THEIR SPECIALISM
Basics of change management
change means COMMUNICATION
Basics of change management
SYSTEMATICAL THINKING
Basics of change management
SYSTEMATICAL THINKING
TEAM
Basics of change management
Basics of change management
SYSTEMATICAL THINKING
FAMILY
formal versusINFORMAL organization
Basics of change management
a MANAGEMENTALaccordance
Basics of change management
FORMALINFORMAL
MANAGEMENTAL ACCORDANCE
SYSTEMATICALTHINKING
MANAGEMENT LEADERSHIP DISCIPLINE
COMMUNICATE
URGENCY
EXPERTISE
THINKING & DOING
BEHAVIOR
Next; business case by Raymond Tukker
Case solving
Please tell us your approach!
Case solving
1. Install interim Project Change Manager and create Project Structure(systematical thinking)
2. Replace key players in the structure(systematical thinking)
3. Install project team responsible for change management with key players;
> Board member(s)> Interim Project Change Manager, Production Manager, Logistic Manager &
HRM Manager
(management, leadership and discipline)
Case solving
Case solving
4. Conduct interviews at all levels (communication)
5. Define actions and quick wins at all levels
(thinking & doing)
6. Make communication plan and initiate two-way communication (positive and negative)
Communication through meetings, newsletter, one to one meetings; 70% of change is communication!!!
7. Appoint Key Performance Indicators and communicate, measure and show results (sense of urgency)
8. Manage directly on daily basis (not coaching!)(management, leadership and discipline)
Case solving9. Take time for the HR process and be very secure by HR
matters!
(reduce fear)
10. Solve all (technical) logistic and SCM issues
(leaders know their specialism)
Result =
Successful Change!
FORMALINFORMAL
MANAGEMENTAL ACCORDANCE
SYSTEMATICALTHINKING
MANAGEMENT LEADERSHIP DISCIPLINE
COMMUNICATE
URGENCY
EXPERTISE
THINKING & DOING
BEHAVIOR
THANK YOU FOR YOUR ATTENTION