Professional Documents
Culture Documents
in change management
Tiran.Dagan@nbc.com
www.TiranDagan.com
Strategic Initiatives & Analysis
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Change Management
NOT SO EASY
What is change?
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What is change?
EXTERNAL ENVIRONMENT/CIRCUMSTANCES
INTERNAL
TIME-BOUND
ORGANIC/PLANNED
IMPOSED/CHOSEN
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BPM & Change Management
BUSINESS RULES
PROCESS AUTOMATION
MODELING & SIMULATION
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Change is difficult
*“Organizing for successful change management: A McKinsey Global Survey,” July 2006
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From Denial to Commitment
FOCUS ON ENVIRONMENT
DENIAL COMMITMENT
v ity
Producti
RESISTANCE EXPLORATION
FOCUS ON SELF
PAST FUTURE
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Tools & Methods
Threat Opportunity
(if we don’t make this change) (if we do make this change)
Short
Term
Long
Term
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Threat/Opportunity Matrix: Improve Call Center Ops
Threat Opportunity
(if we don’t make this change) (if we do make this change)
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Explanation
Strong Support
Moderate Support
Continuum of Support
Neutral
Stakeholder Analysis:
Moderately Against
Strongly Against
Name
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Stakeholder Analysis: SAP Rollout
Continuum of Support
Moderately Against
Moderate Support
Strongly Against
Strong Support
Neutral
Name Explanation
“Excitable neutralist”
“Dangerous Antagonist”
“Important Supporter”
“Good to go friend”
“Later bloomer”
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Communicating Change: Strategy
TIMELY
REPEAT
EXPECTATIONS
LISTEN, REACT & ADJUST
FEEDBACK
CHANNELS
ALIGNMENT
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Communicating Change: Key Message Elements
GIVING OWNERSHIP
Walking the Process
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Establish A Shared Vision
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Process Mapping
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Metrics, VA & Pain Points
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Participants Report To Management
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Deliverables
Workout Website – Daily Updates
Jan 1 Apr 15
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Informal Communication Networks
Person
/ C on nect i on
Bond
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ONA Tools
TOOLS
• Org.Net InFlow (Commercial)
• NetDraw (Free)
• UCINET (Commercial)
• Pajek (free)
• NetMiner
• Sentinel
…and:
• Facebook
• LinkedIn
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Case Study: Western Electric
WESTERN ELECTRIC:
• HAWTHORE PLANT,
BANK WIRING
• WORKER INTERACTIONS
29 Reference: Roethlisberger F. and Dickson W. (1939). Management and the worker. Cambridge: Cambridge University Press.
Western Electric: Hawthorne Plant Bank Wiring
I3 W6
S2
Wiring Assembler
Solderer
Inspector
S1
W9
W8 W7 W2
W4
W5
W3
W1
S4
I1
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Western Electric: Hawthorne Plant Bank Wiring
I3 W6 Friendship
S2
Dislike
Wiring Assembler
Solderer
Inspector
S1
W9
W8 W7 W2
W4
W5
W3
W1
S4
I1
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Western Electric: Hawthorne Plant Bank Wiring
Work Product
I3 W6 Friendship
S2
Dislike
Wiring Assembler
Solderer
Inspector
S1
W9
W8 W7 W2
W4
W5
W3
W1
S4
I1
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I.N. CHARACTERISTICS
CLOSED
INDIVIDUALS
TACIT KNOWLEDGE
INFLUENCERS
NO CENTRALIZED CONTROL
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Informal Network Structures Workgroup
Central
Individual Joseph Erin
Anne
Susan
Eddie Stan
Ruth
David
Isolated
Individual
Dan
Mary
Jim
“Broker”/”Hub”
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Informal Networks
1. SURVEYS
Question Purpose
Who do you seek advice from before Experts
making an important decision?
With whom are you most likely to discuss Innovation Groups
a new idea?
Indicate individuals whose expertise you Wasted opportunities
are aware of but see no opportunity to
collaborate
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I.N. Audit Methods
1. SURVEYS
2. DATA MINING EMAIL
“contribution index”*:
1-” Visualizing Time in Social Networks with TeCFlow”,Peter A Email flow in a large project team,
Gloor, Center for Coordination Science, MIT, Cambridge MA © Valdis Krebs, www.orgnet.com, reproduced with permission
2- Contribution Index (Gloor et al, 2003, Gloor 2004)
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I.N. Audit Methods
1. SURVEYS
2. DATA MINING EMAIL
502 Messages
615 Actors
800 Days
Innovation Tagging
(new product name)
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I.N. Audit Methods
1. SURVEYS
2. DATA MINING EMAIL
502 Messages
615 Actors
800 Days
Innovation Tagging
(new product name)
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I.N. Audit Methods
1. SURVEYS
2. DATA MINING EMAIL
3. OBSERVATION (HAWTHORNE EFFECT?)
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Leveraging IN: Quantify Interaction Benefits
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Leveraging IN: Formalize the Informal Network5
SVP SVP
XX Leader
Emp6 Emp6
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Leveraging IN: Knowledge Management
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"As our business grows, it becomes increasingly necessary to
delegate responsibility and to encourage men and women to exercise their
initiative. This requires considerable tolerance. Those men and women, to whom
we delegate authority and responsibility, if they are good people, are going to
want to do their jobs in their own way. Mistakes will be made. But if a person
is essentially right, the mistakes he or she makes are not as serious in the
long run as the mistakes management will make if it undertakes to tell those in
authority exactly how they must do their jobs. Management that is destructively
critical when mistakes are made kills initiative. And it's essential that we
have many people with initiative if we are to continue to grow."
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Appendix
Models in Change Management: The Big Four
Craft an implementation plan Consolidate gains and produce Monitor and adjust strategies
more change
Develop enabling structures Anchor new approaches in the
culture
Communicate, involve people & be
honest
Reinforce & institutionalize change
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50 Ways to Say “Very Good”
Encourage your team, affected employees and stakeholders with compliments. I
have found this table useful in the day to day:
• 1. Borgatti, S.P., Everett, M.G. and Freeman, L.C. 2002. Ucinet for
Windows: Software for Social Network Analysis. Harvard, MA: Analytic
Technologies.
• 2. Robert L Cross et al, McKinsey Quarterly, 2006 Number 3, “Mapping
the value of employee collaboration”
• 3. Vladis Krebs, IGRIM Journal, Volume XII, No. 5, 2008, “Social Capital:
the key to success for the 21st century organization”
• 4. Scott Keller & Carolyn Aiken, McKinsey, “The Inconvenient Truth
About Change Management: Why it isn’t working and what to do about
it”
• 5. Lowell L. Bryan et al., McKinsey Quarterly, 2007, No. 4, “Harnessing the
power of employee networks”
• 6. Fearless Change – Patterns for introducing new ideas, Mary Lynn
Manns, Ph.D. & Linda Rising, Ph.D., Pearson Education
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