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Confidential and Proprietary MANAGING TRANSITIONS By: GERARDO A. PLANA, FPM Executive Director People Management Association of the Philippines (PMAP)
Confidential and Proprietary
MANAGING TRANSITIONS
By: GERARDO A. PLANA, FPM Executive Director
People Management Association of the Philippines (PMAP)
Confidential and Proprietary
“If the rate of change inside the organization is not greater than the rate of change outside, then the end is near.”
Jack Welch
Former CEO General Electric
CHANGE OR DIE!
LESSONS IN MANAGING TRANSITIONS
1. FAILURE TO APPOINT CREDIBLE PEOPLE WHO WILL LEAD THE
CHANGE
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CREDIBILITY IS ABOUT EARNING THE TRUST, RESPECT AND ADMIRATION OF OTHER
PEOPLE
2. FAILURE TO DEVELOP A CHANGE MANAGEMENT PLAN
BASIC FAILURES OF A CHANGE PLAN
1. Who is leading the change?
2. Why do it?
3. What will it look like when we are done?
4. How will it affect people?
5. Who needs to be involved?
6. How will it be measured?
7. How will change be institutionalized?
8. How will we get started?
3. NO CLEAR AND EXCITING VISION
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“VISION IS HAVING AN ACUTE SENSE OF THE POSSIBLE”
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Vision should….
Engage the spirit Tap into embedded concerns and needs Add meaning to life gives everyday
activities a larger sense of purpose.
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““Our products enjoyed in every home every day”Our products enjoyed in every home every day”““Providing news around the clock”Providing news around the clock”
““Bringing air travel to the masses”Bringing air travel to the masses”
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4. FAILURE TO TRANSLATE VISION TO MILESTONE AND METRICS
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Vision: A car in every home”Vision: A car in every home”Milestones/Metrics 2010 – 70% Milestones/Metrics 2010 – 70% 2011 – 85% 2011 – 85% 2012 – 100%2012 – 100%
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5. FAILURE TO CREATE A “SENSE OF URGENCY”
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CREATING SENSE OF URGENCY
HEIGHTENS THE
ENERGY LEVEL OF PEOPLE.
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6. LACK OF INTEGRATION OF CHANGE INITIATIVES
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CHANGE INITIATIVES ALL OVER THE PLACE
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7. FOCUSED ON MANAGING CHANGE AND NEGLECT MANAGING
TRANSITIONS
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CHANGE
External Event
TRANSITION
Internal Individual
Experience
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“While the first task of change Management is to understand the destination and how to get there,
the first task of transition management is to convince
people to leave home”
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“The failure to identify and be ready for
endings and losses that change produces is the largest single
problem that organizations in
transitions encounter.”
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ENDINGS
NEUTRAL ZONE
BEGINNINGS
THE TRANSITION CYCLE
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DENIAL COMMITTMENT
EXPLORATION
RESISTANCE
THE TRANSITION CURVE
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8. FAILURE TO DEAL WITH RESISTANCE APPROPRIATELY
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SIGNS OF RESISTANCE
Anger
Complaints
Withdrawal
Errors
Sabotage
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Comfortable with old ways Feel they will lose out Threatens identity and status Not sure if they can measure up
WHY PEOPLE RESIST CHANGE?
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9. LACK OF INNOVATION
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TYPES OF INNOVATION?
Process Innovation
Product/Service Innovation
Strategy Innovation
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10. FAILURE TO BUILD A STRONG SUPPORT COALITION
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BUILD A NETWORK OF
CHANGE COMPANIONS
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11. FAILURE TO INVOLVE PEOPLE
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INVOLVEMENT= BUY-IN
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12. FAILURE TO INSTITUTIONALIZE THE CHANGE
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CHANGE MANAGEMENT MODEL OF INVESTORS IN PEOPLE STANDARD
RECOGNIZING RECOGNIZING 66
IMPROVINGIMPROVING11
ALIGNING ALIGNING 22
MODELINGMODELING55
EMPOWERINGEMPOWERING44
DEVELOPING DEVELOPING 33
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In Summary…
12 LESSONS IN MANAGING TRANSITIONS
1. Appoint credible people who will lead the change
2. Develop a change management plan3. Craft and communicate an exciting vision4. Translate vision to milestone5. Create a sense of urgency6. Integrate all change initiatives7. Don’t neglect managing transitions
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8. Manage resistance to change9. Promote innovation10.Build a support coalition11.Involve people12.Institutionalize the change
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