70% of all major change initiatives fail. (McKinsey & Company, 2008) Change is crucial for growth and innovation in every business. However, without a clear strategy in place that fosters support from your entire organisation you face immense risk including the loss of reputation, growth and investment. Ark Group's report, Implementing an Effective Change Management Strategy presents the latest thinking on how leading organisations around the world are successfully managing change. It examines the tools currently being used, highlights the key challenges faced and provides a framework for implementing successful change initiatives within your own organisation. Specifically, this report will enable you to: * Use proven tools and methods for implementing and managing change successfully; * Identify and overcome the organisational and cultural barriers to change; * Successfully balance people, process and technology through change; * Develop an effective strategy for communicating change; * Identify the necessary leadership skills and roles of management during change; and * Develop a resilient, change-ready organisation.
Leading change experts also provide vital guidance and insight into current and future best-practices offering tools to assist you in delivering successful change initiatives. Featured case studies include: Microsoft, Bayer, BC Hydro, The Change Factory, Scottish Water, Seyfarth Shaw LLP and World Vision Australia.
70% of all major change initiatives fail. (McKinsey & Company, 2008) Change is crucial for growth and innovation in every business. However, without a clear strategy in place that fosters support from your entire organisation you face immense risk including the loss of reputation, growth and investment. Ark Group's report, Implementing an Effective Change Management Strategy presents the latest thinking on how leading organisations around the world are successfully managing change. It examines the tools currently being used, highlights the key challenges faced and provides a framework for implementing successful change initiatives within your own organisation. Specifically, this report will enable you to: * Use proven tools and methods for implementing and managing change successfully; * Identify and overcome the organisational and cultural barriers to change; * Successfully balance people, process and technology through change; * Develop an effective strategy for communicating change; * Identify the necessary leadership skills and roles of management during change; and * Develop a resilient, change-ready organisation.
Leading change experts also provide vital guidance and insight into current and future best-practices offering tools to assist you in delivering successful change initiatives. Featured case studies include: Microsoft, Bayer, BC Hydro, The Change Factory, Scottish Water, Seyfarth Shaw LLP and World Vision Australia.
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Verlagsort
Verlagsgruppe
Globe Law and Business Ltd
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Illustrationen
ISBN-13
978-1-907787-85-0 (9781907787850)
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Schweitzer Klassifikation
Neryl East, MA, PhD, is a writer, academic, speaker and communication specialist with extensive experience in both internal and external communication in Australian government, private sector and not-for-profit organisations. Neryl's specialties include issues management, change management; and integrating new and traditional media. She lectures in public relations and journalism, is in demand as a keynote presenter and trains organisations in many facets of communication including media skills and writing in plain language. In 2010 Neryl was selected as an ambassador for the Year of Women in Local Government, a programme supported by the Australian government. She is a member of the Public Relations Institute of Australia and the National Speakers Association of Australia. Neryl is the author of Named and Shamed: Rod Oxley's inside story of the Wollongong corruption scandal and the Ark Group's Strategic Internal Communications for Complex Organisations report, now in its second edition.
Neryl East, MA, PhD, is a writer, academic, speaker and communication specialist with extensive experience in both internal and external communication in Australian government, private sector and not-for-profit organisations. Neryl's specialties include issues management, change management; and integrating new and traditional media. She lectures in public relations and journalism, is in demand as a keynote presenter and trains organisations in many facets of communication including media skills and writing in plain language. In 2010 Neryl was selected as an ambassador for the Year of Women in Local Government, a programme supported by the Australian government. She is a member of the Public Relations Institute of Australia and the National Speakers Association of Australia. Neryl is the author of Named and Shamed: Rod Oxley's inside story of the Wollongong corruption scandal and the Ark Group's Strategic Internal Communications for Complex Organisations report, now in its second edition.
Executive summary...VII About the author...IX Acknowledgements...XI Part One: Coming to terms with managing change Chapter 1: Change - What it is and what it isn't...1 Why organisations change...1 Is change present every day in a workplace?...2 Two ends of the change spectrum...2 Defining change management...3 High failure rate...4 Chapter 2: A framework for effective change management...7 McKinsey 7-S model...8 Kotter's eight-step process...8 A cross-cultural framework...9 Framework for behavioural change...9 A change-readiness assessment...10 Taking the plunge...11 Appreciative inquiry...12 Leading the change...13 Inside look: Max Hardy - Seeing AI in action...14 Chapter 3: Taking the temperature of your organisation...19 To change or not to change...20 A change-resistant culture...20 Inside look: Patrick McKenna - What's your organisation's flavour?...22 Chapter 4: Change and communication...29 When to communicate about the change...29 Why organisations delay communicating the change...30 Which communication tools are best?...31 Persuasion versus transparency...32 Setting the scene for change...32 Correctly gauging the environment...33 Inside look: Sharon Drew Morgen - It's all about the system...34 Chapter 5: Change is all about the people...39 Trying to push through a change against the prevailing culture...40 Ignoring the impact on employee identity...40 Underestimating the attitude gap...40 Playing down the emotional impacts...41 Failing to focus on retaining the right employees...42 Inside look: Michelle Lambert - Putting the ghosts to bed...42 Chapter 6: Leadership during change...49 Role model versus team player...49 Rallying the change agents...50 Middle management and change...51 Crossing the chasm...52 Chapter 7: Generational issues and change...55 Talking about which generation?...55 The generational mix...56 Managing generational issues during change...57 Succession planning...57 Chapter 8: Creating a resilient organisation...61 Resilience characteristics...61 Personal resilience...62 Increasing organisational resilience...62 Inside look: Teik Oh - Creating resilient organisations...63 Chapter 9: Evaluating change...69 Barriers to measurement...69 People respond to change differently...70 Results must stand the test of time...71 Celebrate achievements...72 Chapter 10: Conclusion...73 Create a culture for change...73 Give people motivation to change...73 Focus on individuals, not masses...73 Ripen the issues...73 Practise incremental change...73 Communicate early...73 Be aware of your leader's influence...73 Implementing an Effective Change Management Strategy Supporters give the change oxygen...74 Know the organisation's DNA...74 Measure and celebrate success...74 Imagine the possibilities...74 Part Two: Case studies Case study 1: Bayer Australia and New Zealand's B-Green sustainability programme - Lots of small changes = big change...77 Background...77 Goals and objectives...77 Specific measurable objectives...77 Research...78 Target publics...78 Communication strategy...78 Implementation...79 B-Green come clean employee challenge...79 The B-Green intranet...80 Case study 2: BC Hydro's enterprise change management framework - From the ground up...83 The challenge...83 Evolving change...83 Building an enterprise solution...84 The ECM framework...85 Definition...85 Principles...86 Process - Seven success factors...86 Expanding the learning...89 Continuing the learning...90 Case study 3: Change Factory - Playing the game brings serious results...91 Case study 4: Microsoft - The new value of change management...95 Situation...95 Solution...96 Phase 1 - Establishing the change strategy...97 Phase 2 - Developing a repeatable implementation approach...99 Phase 3 - Remaining persistent to sustain adoption...103 Results...104 Case study 5: Scottish Water - Engaging and transforming...107 Case study 6: Seyfarth Shaw - Pioneering a Lean approach to legal services...111 Case study 7: World Vision Australia - A lesson from a learning organisation...115 Index...121
