Building a Targeted Change Capability

Your company may be recognized as a successful organization and industry leader. 

However, you may now be faced with a rapidly changing environment where competitive position, need for innovation, cost issues and employee performance stand out as critical issues facing you.

The drive to competitive supremacy and profitable growth has fueled the unquestionable need to consistently renew enterprise-wide systems and processes. 

These are critical when innovative responses are required:

the rate of technological change is rapid, time-to-market is critical, and the nature of competition and markets are difficult to determine. 

Your competitive strength rests with your ability and willingness to evaluate and improve the structure, culture, processes, and practices that affect the performance of your company and your employees.

In implementing change, management must engage in an ongoing process of examining the elements that constitute proper alignment of organizational and management systems and practices with the ever-changing business environment.

Building a Change Capability involves agility in rapidly identifying areas for change and implementing strategies for improvement. 

We refer to this process as high-velocity change.

Organization Change Management is the implementation of new strategies, technologies, systems, processes, behaviors, and organizational structures designed to improve performance, to capitalize on business opportunities, and to meet the changing demands of the business environment.

Building a Targeted, High-Velocity Change Capability is an agile process for aligning and guiding management, project teams, and employees through the natural responses to significant change in order to:

In building a targeted,  high-velocity change capability, managers must engage in an ongoing process of examining the elements that constitute proper alignment of organizational and management systems and practices with the ever-changing business environment.

They must produce a strategic framework that represents a broad set of policies and practices to guide the organization through a turbulent future.

This may require major changes in organizational culture and competence, employee skills and attitudes as well as alignment of structure and work processes with corresponding strategies and organization capabilities.

The following outline is for a 2-day program.   It can also be effective when conducted in 3-days where core steps can be more fully practiced and applied to a specific project or organization and an action plan developed.

PROGRAM OUTLINE

Day One – Foundations of Change

Welcome/Agenda/Objectives

INTRODUCTION

  .  Introductions

  .  Overview, Objectives, Expectations

STEP #1 – KNOW YOUR BUSINESS/CULTURE

  .  Business Context

  .  Cultural Context

STEP #2 – UNDERSTAND CHANGE DYNAMICS

  .  The Challenge of Change

  .  Why Change Fails

  .  The Change Continuum

  .  Large Scale vs Small Scale Dynamics

  .  Principles and Approaches to Change

  .  Change vs. Transition

STEP #3 – DEVELOP YOUR STRATEGY

  .  Set direction and goals

  .  Frame the project

  .  Assess the readiness

  .  Assess the impact

  .  Assess the current state

  .  Assess the future state

  .  Competency Development

  .  Measurement

  .  Performance Support

  .  Project Alignment

Summary, Review, Adjourn

Day Two – Building a Change Capability
Review and Overview

STEP #4 – BUILD YOUR STRUCTURE
  .  Frame the Project

  .  Build Oversight

  .  Build Business Case

STEP #5 --  DEVELOP YOUR PROCESS

  .  Build Core Process

  .  Build Core Steps

STEP #6 – SELECT & TRAIN PEOPLE

  .  Executive Sponsor

  .  Review Board

  .  Project Team

  .  Readiness Teams

  .  Other

STEP #7 – MEASURE AND REWARD

  .  Performance Support

  .  Recognize & Reward Mechanisms

  .  Align Organization

  .  Implement and Sustain

WRAP-UP and ADJOURN