Making Change Last !

1
Making Change Last !

• Tips on making real change happen.

- Jay Watson
2
Laying the Foundations for Accelerating
ChangeManagement Overview
3
When is Change Most likely to be Successful?

• When a company is in trouble-Major financially
  issues, or having serious issues with a key
  customer who may pull the account. (Also known
  as The Burning Platform.)
• A new leader takes over the business, and the
  company adopts his new and radically way of doing
  things because he is the boss.

Remember it is a lot easier and less stressful
not to change.
4
1. SO WHAT IS YOUR REASON TO CHANGE?
2. HOW COMMITED TO THE CHANGE IS YOUR
RGANIZATION? 3. ARE YOU IN IT FOR THE LONG
TERM?
For change to be successful, the Benefits of
Changing has to be perceived as Significantly
Bigger Benefit than not changing at all.
5
Past Issues
To make change last, one has to do more than have
a kick-off meeting, and explain how the tools are
used with an occasional follow-up. For a
culture to TRULY CHANGE, in most places IT WILL
REQUIRE MANAGEMENT TO ACT DRAMTICALLY
DIFFERENTLY. Thats why the burning platform or
a new boss HAVE SHOWN A GREATER CHANCE OF SUCCESS.
6
Some Basic Steps to Change
To ensure change has a higher chance at
succeeding, one needs to determine the maturity
of area, before a project can go ahead. Step
1 Has a foundation to handle change been
built? Step 2 Has the group been formed into
cells or teams around a process and held
responsible for their actions?
7
Foundation Basics
1 Leadership must establish a clear company
vision and goals. (This information everyone in
the organization knows and understands.) Survey
all levels to find out where the company is
at. 2 Leadership must show understanding of the
vision and show some MAJOR Commitment. (Get on
the floor and get involved!) 3 Leadership must
involve the employees at all levels. (Cross
functional teams include multi-levels) 4 The
plans processes need to be clear and robust.
5 Have a Communication System from top to
bottom and vice versa. (A survey should be taken
early in the process at all levels to determine
current condition.) 6 Leadership must provide an
Infrastructure that handles change. (Budget,
Organization, Goals, Responsibilities, Plan, )
8
Surveys

• Before beginning, one should know the current
  state of all levels of the organization.
• (Upper, and middle management as well as floor
  personnel)
• What programs were tried in the past, what
  worked, what didnt work and why? Teams, Quality
  Circles, Kaizen, Total Quality, RCCA
• How each level feels about each other and the
  various programs.
• What each group thinks are the MAIN customer
  issues
• What each group thinks are the company goals and
  vision
• What are the key metrics at each level,
  imaginary or real.

To ensure the highest probability of success one
needs to know about the past as well as current
situation.
9
Review Survey Results

• Once the survey is completed, analysis should be
  performed
• How did the metrics, vision, goals, customer
  issues and why things did or didnt work compare
  for the different levels.
• This will hopefully give you some insight as to
  why the different groups feel about each other.

A FMEA might want to be used to try and track the
failure modes and thereby try and prevent future
failure of these changes.
10
Step 1 - Foundation

• This is the basic and is the MOST IMPORTANT
  step. Unfortunately, this step is usually
  skipped due to time and one of the major causes
  of change failing.
• If a proper foundation has not been built, the
  change will crumble and the structure that was
  put in place will give way to the original way of
  doing things.
• A foundation usually doesnt happened overnight,
  it takes time to build trust (in both directions)
  and for the employees to believe that the
  Program of the Month is being changed.

11
Step 2 - Forming Teams
However once the foundation has been put in
place, these are some of the basic steps. 1
Organize people around a process to form a
team. 2 Set boundaries for the team that expand
as the team matures. (What decisions are the
teams empowered to make.) 3 The team manages the
process. 4 The team is held accountable for the
process. (Action items include Who, what,
where, when things are to be done and followed
-up.)
12
Step 2 - Continued
5 The team is responsible for improving the
process. 6 The team goals are in line with the
Companys. 7 Train the team in team building,
managing conflict, decision making and Lean/ Six
Sigma for starters.
13
Summary

• Ensure a foundation is in place one
  needs Corporate Vision Goals Management
  Commitment Involve the employees
• A clear plan and process and Infrastructure
  for change
• Ensure the team is organized around a
  process. The team manages the process
• The team is accountable
• The team improves the process
• Goals align with companies and Train team
  members

Remember if you perform a survey, you better make
sure some changes are made or next time it will
be even harder.
14
Making Change Last !

• Tips on making real change happen.

- Jay Watson