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Change and restructuring,Re-engineering

Geoff Leese September 2005 revised September 2006, August

2008, August 2009

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Introduction

Change management Force field analysis The ADKAR model Business Process Re-

engineering

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Change and restructuring

Business need or opportunity is identified

Project is defined (scope and objectives) Business solution is designed (new

processes, systems or organisational structure

New processes and systems are developed

Solution is implemented and monitored

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The need for change management

Change is nothing new Adaptation to external pressures Change is seem as a threat Change may be uncomfortable Change won’t ,manage itself Need to avoid

High staff turnover – valued employees leaving Employee resistance to change – lower

productivity Slowing of the pace of change

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Change management views

Management view – “I need results!” How soon? How much improvement expected? How will this impact on financial results? How much will it cost? What will be the impact on customers

and owners? Employee view

How will this affect me?

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Organisational change management (1)

Change management team structures

Change management roles Critical barriers to implementing

change Change management planning and

strategies

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Organisational change management (2)

Managing employee resistance Change management methodologies Building executive sponsorship Creating communication plans Creating training and educational

plans Incentive and recognition

programmes

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Individual change management

Diagnosing resistance to change Models for managing individual change Decisions and their consequences around

supporting changes that face employees Coaching tools and techniques to help

employees navigate the change process Activities and exercises for supervisors to

use with their staff to help manage change

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Force field analysis (Lewin)

Used to Identify balance of power in an issue –

in our case organisational change Identify the stakeholders and target

groups for campaigns Identify opponents and allies Identify how to win over the former

and reinforce the latter

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Force field analysis diagramTo drive change – decrease restraining forces, increase driving forces, or both!

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The ADKAR model

Awareness of the need for change Desire to participate and support

the change Knowledge of how to change and

what the change looks like Ability to implement the change on

a daily basis Reinforcement to keep the change

in place

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Business process engineering

Predicated on the principle of continuous improvement to existing processes. Can deliver gradual, incremental improvement

CPI Model

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Business process engineering

Predicated on the idea that existing processes are irrelevant and out of date. Can deliver radical, fast, often spectacular improvement.

BPR Model

Which model to use, where and why – the key question!

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Summary

Change management Force field analysis The ADKAR model Business Process Re-

engineering

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Further reading

Change Management Overview - follow the link!

Force Field Analysis - follow the link!

ADKAR overview - follow the link!

BPR Overview - follow the link! Johnson and Scholes chapter 11