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Managing Change and Innovation
Dr. Fred Mugambi MwirigiJKUAT
Introduction
Change and Innovation begins with strategic planning
Strategic planning is the process of identifying the corporate destination, working out the corporate roadmap from the present to the desired destination and filling the gaps backwards by allocating resources, actioning the roadmap and controlling the process
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Contd.
Strategic planning demands that we open ourselves to possibilities of radical changes in how we perceive, think, and act
We must stretch our horizons and widen our boundaries
Is liberty Bank just a citizen of Juba, South Sudan, Africa, or a citizen of the world?
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Shifts to Transformation
To move forward we must plan to transform both ourselves and the organization
We must trigger shifts in corporate philosophy and values and in the numerous structures and organizational arrangements that shape our current position
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Contd.
The process of transformation is essentially a death-and-rebirth process
It is a movement from what is to what is not but should be
The movement must begin with a change of mindset
Only then can the organization begin to shift
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It’s a movement. it begins in the mind!
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Closed-up status- quo-oriented Mindsets
Open and receptive mindsets
It’s a movement…
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Growth stagnation
Focused Growth with clear objectives
And milestones
It’s a movement…
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Shrinking Resource Base
Growing and sustainableResource
Base
It’s a movement…
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De-motivated inactiveWorkforce
Engaged and motivated workforce
It’s a movement…
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Ineffective andinefficient
technologies
Cutting edge Objective-driven
technologies
It’s a movement…
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Hierarchical Bureaucratic Structures
Flat efficient Structures
It’s a movement…
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Individualistic performance
Team Performance
It’s a movement…
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Market Irrelevance
Market Leadership Orientation
The difference between success and failure is the mindset of the person
What we can visualize we can achieve
Visualize the following….
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Possibilities for a city/ university
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Rediscovering our Mission
What business are we in
Who are our customers
What are their real needs
Do we, in serving them, truly
solve their problems
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Key Aspects
Strategic thinkingOpenness to possibilities Resource allocationMeasurement of resultsLessons for reinvestment
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Pyramid of strategic thinkingPyramid of strategic thinking
Stages are interrelated and interlinked
Vision
Mission
Strategic Goals
Strategic Objectives
Performance Indicators
Activities/Projects
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Strategies, Goals and Policies
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Vision
Medium term objectives
Mission
Strategic Objectives
Short term objectives
Operational Policies
Grand Strategy
Tactical Policies
Strategic Policies
Tactical Strategies
Operational Strategies
C.Vs C.Vs
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Key Questions in the change process
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StageStage OutputsOutputs
Where are we?Where are we? External environmental analysisExternal environmental analysis Internal environmental analysis Internal environmental analysis
Where do we want to go?Where do we want to go? New vision, mission & core valuesNew vision, mission & core values Strategic objectivesStrategic objectives
HOW do we get there?HOW do we get there? StrategiesStrategies Results and operational plansResults and operational plans Required resourcesRequired resources
What practical next steps must be What practical next steps must be made to get there?made to get there?
Short-term budgetsShort-term budgets Short-term organizational, Short-term organizational,
managerial, HR, etc. decisions and managerial, HR, etc. decisions and
actions (“actions (“Quick Wins”Quick Wins”))
How do we monitor & evaluate the How do we monitor & evaluate the plan?plan?
M&E planM&E plan
Support structure
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Strategic Planning
Resources
Good-will
Shared values
Action Vision,
Mission, Strategic
goals Structures/
Systems
The transition
We plan in order to transform disjointed inputs into one whole that has capacity to solve customer problems
In Planning we begin from the known and then transit into the unknown
It is a challenging journey that requires unwavering commitment to the course
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From planning to reaping
Transition comes with challenges…..
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StrategicGoal
Setting
Strategy Development
and Implementation
Activities Results
Transition Challenges
StructuresSystemsProcessesPoliticsPeople (staff) External dynamics (shifts)Resources
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Transition results
Overcoming transformational challenges makes our company an adaptive organic company that respects and embraces learning and reciprocal interdependence
We stop working in cubicles (departmental boundaries) and start working in realization that we all need each other
An intricate web of interdependence (nested company) is then born
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Key Planning areas
Strategic Issues Strategic objectivesStrategies Activities
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Conclusion
Planning is not an activity but a processAs an organization we are as good as we
plan and follow through to action the plansPlanning must be aligned with current
realityBenchmarking is key to effective planning
and corporate growth
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We must always remember that change is the only constant in the world
If you don’t adopt or adapt to change you eventually become irrevant
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Thank you
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