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Driving Change in Tough Times
Stockholm, 6. May 2009
Bo Øksnebjerg
Todays program
� The challenge of change
� Communicating change
� Driving strategic direction in tough times
� Discussion
What the boss is saying
We will merge with company
XXX
This is a great opportunity for the
company to reach new markets
We have a detailed plan
It’s going to be great!
What are employees hearing
Bla Bla
Bla Bla
Bla Bla
We will merge with company
XXX
What the boss thinks the employees are thinking
This is a great idea!
I will immidiately start planming my
part of this project
I miss a little info – I will find it myself
Perhaps I should also do xxx and yyy
to help the process
What employees actually think!
Oh No! not again!
New markets? Perhaps this is my
chance to get a job in England!
I wonder if this means I will no
longer share my office with Peter
That’s what they said to YYY
company – and then 120 people were
laid off
I’ll bet you this means another
reorganization of our department
After the merger, he will get fired.
Maybe I can get a chance for a promotion
He doesn’t have a clue. He has no
idea what is going on.
They should have done this years
ago – but they never listen to my
advice
They have said stuff like this
before – but it never happens
What employees actually think!
Me!
Me!
Me!
What’s in it for me?
Personal gain
Personal involvement
Inspiring goals
Inspiring leaders
Strong company culture
I’m better off after this
I invented this
I want to follow that guy
I want to make this come true
I feel great here
It’s all about : ”What’s in it for me?”
Source: Bo Øksnebjerg
Change is not linear
Time
Accept
Source: Bo Øksnebjerg
Everybody starts off with a ”Big Bang”
Source: Bo Øksnebjerg
Time
Accept
But it also requires a series of small moves
Time
Accept
Launch of the new strategy
Source: Bo Øksnebjerg
The ’Attention makers’
Time
Accept
Large, coordinated initiatives set the agenda
Source: Bo Øksnebjerg
Everyday changes
Time
Accept
Managers and ’small everyday
changes’ keeps up momentum
Source: Bo Øksnebjerg
Communications
Time
Accept
Communications ’fill the gaps’
Source: Bo Øksnebjerg
The 4 phases to succes
Communicating progressSource: Bo Øksnebjerg
Reactions to a big change process
Inattention
Denial
Fear
Anger Acceptance
Engaged
Responsability
Negotiation
Employee A
Source: Adams 1976
Employees respond later than managers
Manager A Employee B
Inattention
Denial
Fear
Anger Acceptance
Engaged
Responsability
Negotiation
Source: modified from Adams 1976 by Bo Øksnebjerg
Only 4 out of 10 knows the goals of their organization
Imagine if only 4 out of 10 knew that the Apollo project was aiming for the Moon …
The information level is good
A very clear objective
But they see 72 different objectives
”What is the objective for the creation of the new GEOCENTER?”
� MOST SAY: ”Have no idea”
� COPERATION: ”Cooperation”, ”Synergy”, ”Utilize ressources better”
� ECONOMY: ”Cost reductions”, ”Make more money”, ”Rationalizations”
� IDEOLOGY: ””Advance knowledge of the Geosciences”
� VISIBILITY: ”Visibility” , ”Prestige”, ”Bosses that wants brass plates in front of the buildings”, ”Higher profile compared to other research areas”
� POSITION: ”Become a leading Geoscience center in Europe”, ”Create a strong center for geosciences in Denmark”.
� SOLVE PROBLEMS: ”Create a symbiosis and tear down the walls between us”, ”attract more money to geosciences in Denmark”.
What is the colour of the zebras’ stripes?
Employees want information anddirections from their nearest manager
Importance
state 1-5
87%
81%
71%
54%
47%
55%
43%
45%
34%
30%
39%
�0% �10% �20% �30% �40% �50% �60% �70% �80% �90% �100%
Nearest manager
Colleagues
Meetings
Executives
Union
Message boards
Intranet
Employee magazine
Trade press
Newspapers
Radio/TV
4,48
3,84
3,68
3,38
2,77
2,54
2,16
2,04
2,02
2,51
2,32
Source: AC Nielsen
Translate and fit message to and witheach specific target group…
My
picture
While at the same time keeping line of sight…While at the same time keeping line of sight…
The big pictureThe big picture
Manager training and network groups
Please notice
� Beware
� Of
� The
� Powerpoint©
� CEO
� (8 out of 10 CEOs abandon their big change projects)
Source: Post mortem on 20 big change projects, 2007; Bo Øksnebjerg
Beliefs
Values
Assumptions
Visible changes
Cultural changes
Stories
Heroes
SymbolsRituals, rites, ceremonies
Routines and key processesRecognitions / rewards
Status symbols
Management style
Source: Schein, 1992