Change-Management(变更管理)文档.ppt

CHANGE CHANGE MANAGEMENT:MANAGEMENT:A Change Will Do You GoodA Change Will Do You Good!Lean Training on How to Become Lean Training on How to Become a Change Agent and Effectively a Change Agent and Effectively Manage ChangeManage ChangeIntroductionIntroductionIs Seagate the only place where Changes are happening?“Its an era of change.Youve got to basically accept change as an everyday event and believe that its a good thing.”-SteveLuczoGOALProvideChangeAgentswithknowledge,tools,andhands-onpracticetoeffectivelyimplementchangewithminimaldisruptionandfrustrationtoemployees,customersandsuppliers.Learning Objectives88Recognize the 4“Stages of Change”that each individual travels through.88Understand typical behaviors that occur during each stage.88Discover Change Management opportunities to help both individuals and organizations move through change.Learning Objectives88Understand WHY change is critical to Seagates survival in the global marketplace.88Apply the 8 steps to Implement Change.88Recognize the 12 ingredients in the Recipe for Change.All Companies Change Companies must continually undergo change Companies must continually undergo change to survive and growto survive and growORGANIZATIONAL EFFECTIVENESSTIMETIME Change can be DisruptiveORGANIZATIONAL EFFECTIVENESSORGANIZATIONAL EFFECTIVENESSTIMETIMETRANSFORMATIONTRANSFORMATIONPOINTPOINTBEFOREBEFORE Established systemsEstablished systems“Solidified”culture“Solidified”culture High level of effectivenessHigh level of effectivenessDURING and AFTERDURING and AFTER Disruptions to leadership and systemsDisruptions to leadership and systems Organizational“nervousness”Organizational“nervousness”Reduced effectivenessReduced effectiveness The Transformation Point4Low stability;High chaos4High emotional stress4Control becomes a major issue 4High undirected energy4Past behaviors become highly valued4Conflict increases4Resistance starts to build How we intend to get thereThroughadoptionofSeagatesVALUESWITHVISION:441.1.PEOPLE PEOPLE442.2.CUSTOMER SUCCESS CUSTOMER SUCCESS443.3.EXCELLENCE EXCELLENCE444.4.INNOVATION INNOVATION445.5.TEAMWORK TEAMWORK446.6.OPENNESS OPENNESS447.7.SOCIAL RESPONSIBILITY SOCIAL RESPONSIBILITY448.8.SUSTAINABLE PROFITABILITY SUSTAINABLE PROFITABILITY How we intend to get thereThroughimplementationofkeystrategiessuchas:4SupplyChainManagement4LeanManufacturing4CoreTeams8SixSigma8FactoryoftheFuture Support for Change Transition8Lean Manufacturing Training.8Change Agent Resources at each facility.8Increased company-wide communication.8Senior management support.8Change infrastructure built around projects.ORGANIZATIONALCULTURE The Transformation Point Summary8Companiesthatfailtochangewillnotsurvive.8Bychanging,Seagateisposturedtomeetinternationalchallengesinthemarketplace.8LeanChangeAgentsareempoweredtocreateandmanagechange.Stages of ChangeStages of Change Key Learnings8ListthefourstagesoftheIndividualChangeProcess8Understandtypicalbehaviorsthatoccurduringeachstage8DiscoverChangeManagementopportunitiestohelpindividualsandorganizationsmoveforward.What to Expect from Change8Nomatterhowpositive,promisingorproactivethechangeis,expect a sense of loss8NomatterhowcompetentandcommittedStakeholdersare,expect a sense of confusion8Nomatterhowloyalemployeesare,expect some initial skepticism and an increase in“me”focus Stages of ChangeDENIALDENIALRESISTANCERESISTANCECOMMITMENTCOMMITMENTEXPLORATIONEXPLORATIONPRODUCTIVITYPRODUCTIVITYTIMETIMEAdapted from Kubler-Ross Change Process:IdealDENIALDENIALRESISTANCERESISTANCECOMMITMENTCOMMITMENTEXPLORATIONEXPLORATIONPRODUCTIVITYPRODUCTIVITYTIMETIMEAdapted from Elisabeth Kubler-RossDENIALDENIALRESISTANCERESISTANCECOMMITMENTCOMMITMENTEXPLORATIONEXPLORATIONPRODUCTIVITYPRODUCTIVITYTIMETIMEAdapted from Elisabeth Kubler-RossWhat You SeeWhat You SeeIndifferenceDisbeliefAvoidanceWhat You SeeWhat You SeeAngerComplainingGlorifyingPastSkepticismUnwillingnesstoparticipateWhat You SeeWhat You SeeFutureOrientationInitiativeSelf-sufficiencyConfidenceWhat You SeeWhat You SeeEnergyRisk-takingTentativenessImpatienceActivitywithoutfocusWhat You HearWhat You HearSilence“Itwillneverhappen”“Itwontaffectme”What You HearWhat You Hear“HowcanIcontribute?”“Letsgetonwithit”What You HearWhat You Hear“Itwontwork”“Itusedtobe.”“Thedataisflawed”What You HearWhat You HearOptimism“Ivegotanidea”“Letstry.”“Whatif.”Individual Change Process Individual Change Process8Bydefinition,individualswillmovethroughtheprocessatdifferentspeeds8Peoplecan“regress”duringtheprocess8Theinformalemployee“grapevine”isthemostpowerful“barrier”or“enabler”regardingthechange.8 Steps to Implement Change8 Steps to Implement Change Key Learnings8Listthe8stepstomoldchangefromaconcepttointegrationintoyourculture.8AcknowledgethedepthandbreathofyourteamandresourcestoimplementtheChange.1.EstablishaSenseofUrgency.2.FormaPowerfulTeam3.DevelopaVision4.CommunicatetheVision Steps to Implement Change5.RemoveObstaclestotheVision6.PlanandCreateShort-TermWins7.DelayYourVictoryAnnouncement8.IncorporateChangeintoYourOrganizationalCulture Steps to Implement Change88Be proactive versus reactive.Lead with urgency Be proactive versus reactive.Lead with urgency rather than manage with reaction.Motivate peoplerather than manage with reaction.Motivate people88Quickly respond to changing segments of the Quickly respond to changing segments of the market and/or changing market demand.market and/or changing market demand.88Recognize movement and activity in your Supply Recognize movement and activity in your Supply Chain.(“Who Moved My Cheese?”)Chain.(“Who Moved My Cheese?”)88Remember:The River Flows in One Direction.Remember:The River Flows in One Direction.Steps to Implement Change 1.Establish a Sense of Urgency!DeploymentofSupplyChain.Creationofentitiesinresponsetobusinessneeds:8SixSigma8LeanManufacturing8FactoryoftheFutureThecatalystsincludedcycletime,supply&demand,competition,timetomarket What has Seagate done to Establish a Sense of Urgency?88If the existing hierarchy was working well,a major If the existing hierarchy was working well,a major transformation would not be necessary.transformation would not be necessary.88Your team will exist outside the normal hierarchy.Your team will exist outside the normal hierarchy.88Reform demands activity outside formal Reform demands activity outside formal boundaries,expectations,and protocol.boundaries,expectations,and protocol.88Conduct a Stakeholder Analysis.Conduct a Stakeholder Analysis.88Team must cover the“skills”territority.Team must cover the“skills”territority.88Remember:Teamwork!Many can WIN the WAR.Remember:Teamwork!Many can WIN the WAR.Steps to Implement Change2.Form a Powerful Team!Realignmentofexecutivetalent.Realignmentofdivisions.Breakdownoffunctionalsilos.CreationofOne(1)Seagate.What has Seagate done to Form a Powerful Team?Expanding Team InvolvementChangeagentscontactkeystakeholders.Changeagentsbeginsellingthetransformation.Stakeholderscommunicatetheirneedsandinterests.Changeagentsdeterminehowtoinvolvestakeholders.Sponsorsarerecruitedandcommitsupport.88Create a picture of the future.Create a picture of the future.88Picture is clear,simple,easy to communicate and Picture is clear,simple,easy to communicate and appeals to your audience.appeals to your audience.88Picture clarifies the direction you will move.Picture clarifies the direction you will move.88Your vision must align with the corporate vision.Your vision must align with the corporate vision.88Remember:Without vision,you waste time,Remember:Without vision,you waste time,money,&resources.money,&resources.Steps to Implement Change3.Develop a Vision!ProductsandservicesofferedProductsandservicesofferedMarketstargetedMarketstargetedBusinessprocesses,structures,andtechnologiesusedBusinessprocesses,structures,andtechnologiesusedNumberandtypesofworkersNumberandtypesofworkersValuesValuesRolewithinsocietyRolewithinsocietyHowthecompanywillengageitsemployeesHowthecompanywillengageitsemployeesHowthecompanywillserveitscustomersHowthecompanywillserveitscustomersElements of VisionSeagates VisionSeagatewillbetheleadingproviderofstorageSeagatewillbetheleadingproviderofstoragetechnologies,productsandservices.technologies,productsandservices.AtSeagate,storageisnt.AtSeagate,storageisnt.JustadriveJustadriveJustadeviceJustadeviceJustacommodityJustacommodity AtSeagate,storageis.AtSeagate,storageis.Anenablerofhumanendeavor.Anenablerofhumanendeavor.Ahomeforthegreatestachievementsofourtime.Ahomeforthegreatestachievementsofourtime.Aplacewhereideaslive.Aplacewhereideaslive.88Show benefits of new vision.Show benefits of new vision.88Demonstrate the current system is inferior:show Demonstrate the current system is inferior:show consequences of continuing the old picture.consequences of continuing the old picture.88Highlight sacrifices from delayed implementation.Highlight sacrifices from delayed implementation.88Develop a“Communication Plan”to capture the Develop a“Communication Plan”to capture the hearts and minds of the troops.hearts and minds of the troops.88Remember:your team MUST“talk the talk”and Remember:your team MUST“talk the talk”and“walk the walk.”“walk the walk.”Steps to Implement Change4.Communicate the Vision!What has Seagate done to Communicate the Vision?Publish“VisionStatement”invariousmedium:publications,cards,posters,seaweb,etc.Employeecommunicationmeetings.Publish“ValuesWithVision.”Produceanddistribute“Simon”videotape.Executiverealignment.88Identify what the lions are:you,job description,Identify what the lions are:you,job description,organizational structure,apathy,performance organizational structure,apathy,performance appraisal system,a management level,etc.appraisal system,a management level,etc.88Eliminate lions in your path through the TEAM.Eliminate lions in your path through the TEAM.88Build bridges,as required,to close gaps in current Build bridges,as required,to close gaps in current systems,organizations,etc.systems,organizations,etc.88Remember:A lion that reappears can turn your Remember:A lion that reappears can turn your transformation into a memory!transformation into a memory!Steps to Implement Change5.Remove Obstacles to Vision!What has Seagate done to Remove Obstacles?SupplyChaindeploymentofactionitems.Executiverealignment.Strategicbusinessalliancewithvendorsandcustomers.Onsitecustomerrepresentatives.88Select small,manageable projects with short Select small,manageable projects with short timeframe.Proactively manage WINS.timeframe.Proactively manage WINS.88Create new metrics,as needed,to monitor Create new metrics,as needed,to monitor progress.progress.88Build momentum with continuous improvements.Build momentum with continuous improvements.88Celebrate progress-advertise accomplishments.Celebrate progress-advertise accomplishments.88Expand ownership-involve more employees.Expand ownership-involve more employees.88Remember:Monitor.Monitor!Reward.Reward!Remember:Monitor.Monitor!Reward.Reward!Steps to Implement Change 6.Plan&Create Short-Term Wins!What has Seagate done to Plan&Create Wins?Seagatemeasuresactualperformancetometricsandcelebratesaccomplishments:8LeanManufacturinggraduation-celebration.8SupplyChainbanquet.8SixSigmaHawaiirecognition.8Departmentalrecognitionevents.88Fight small battles.Set up watch towers;look for Fight small battles.Set up watch towers;look for lions.They continue to travel.lions.They continue to travel.88Proactively manage more short-term WINSProactively manage more short-term WINS88Dont allow one victory to lose overall momentum.Dont allow one victory to lose overall momentum.88Create&proactively manage mid-term WINS.Create&proactively manage mid-term WINS.88Remember:When victory is declared,the troops Remember:When victory is declared,the troops go home.Lions sneak back into the battlefield.go home.Lions sneak back into the battlefield.Steps to Implement Change7.Delay Your Victory Announcement!What has Seagate done to Delay Victory Announcement?ContinueCoreTeamapplicationtospecificsituations.DesignSixSigmaorganizationtofocusonbusinesschallenges.CreateLeanManufacturingorganizationanddevelopmentofLeanMasters.88New behaviors must be rooted in social norms.New behaviors must be rooted in social norms.88Old behaviors must be universally unacceptable.Old behaviors must be universally unacceptable.88Change permeates the corporate bloodstream.Change permeates the corporate bloodstream.88In your absence,the change automatically In your absence,the change automatically continues.continues.88Remember:The change is compatible with the Remember:The change is compatible with the Corporate Vision;It will fit like a glove.Corporate Vision;It will fit like a glove.Steps to Implement Change8.Incorporate Change into the CultureWhat has Seagate done to Incorporate change into culture?Recognizetherearedifferenttypesandstylesofcultures.ConductOCI(OrganizationCultureInventory).IdentifyoptimumOCI.ExpansionofChangeAgentstointegrateChangeintoroutinebusinessoperations.Summary8ChangeAgentWorkisHARDwork.8Minimizeproblemsbyfollowingthe8steps.8The8stepapproachmovesthechangefromaconceptintothecorporateculture.8Keepyourtroopsposteduntilthechangeisassimilatedintotheorganization-culture.Change Recipe:12 IngredientsChange Recipe:12 Ingredients Key Learnings8List12ingredientsintherecipeformanagingchange.1.LookintotheCrystalBall.2.CreateaRoadmap3.MoveFast4.MakeManyChanges5.GetOutsidetheBox6.Benchmark Recipe:12 Ingredients for Change7.WatchDay-to-DayBusiness8.FocusontheCustomer9.BeDecisive10.OneCompany-OneCulture11.#1Asset:People12.Communicate!Recipe:12 Ingredients for Change Summary8SeveralsuccessfulcorporationsthatquicklyassimilatechangesharethesamebasicingredientsintheirChangeRecipe.8SeagatehasanopportunitytoleveragechangebyadoptingthisRecipe.Workshop CloseWorkshop Close