Change Management presentation

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THE LONG ROAD TO SUCCESSFUL CORPORATE CHANGE
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• THE FOUR ELEMENTS IN THE CHANGE PROCESS

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THE FOUR ELEMENTS IN THE CHANGE PROCESS
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
PRESSURE FOR CHANGE
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
2
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
CLEAR SHAREDVISION
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
3
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
CAPABILITYTO CHANGE
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
4
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
ACTIONABLE STEPS
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THE FOUR ELEMENTS IN THE CHANGE PROCESS

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THE FOUR ELEMENTS IN THE CHANGE PROCESS
CHANGE
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
PRESSURE FOR CHANGE
CLEAR SHAREDVISION
CAPABILITYTO CHANGE
ACTIONABLE STEPS




CHANGE
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
CAPABILITYTO CHANGE
CLEAR SHAREDVISION
PRESSURE FOR CHANGE
ACTIONABLE STEPS



BOTTOM OF THE INTRAY
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
CLEAR SHAREDVISION
PRESSURE FOR CHANGE
CAPABILITYTO CHANGE
ACTIONABLE STEPS



FAST STARTS THAT GO NOWHERE
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
PRESSURE FOR CHANGE
CLEAR SHAREDVISION
ACTIONABLE STEPS




CAPABILITYTO CHANGE
FRUSTRATION AND ANXIETY
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THE FOUR ELEMENTS IN THE CHANGE PROCESS
PRESSURE FOR CHANGE
CLEAR SHAREDVISION
CAPABILITYTO CHANGE




ACTIONABLE STEPS
FALSE STARTS HAPHAZARD APPROACHES
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• UNLESS YOU HAVE ALL FOUR INGREDIENTS

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• LASTING CHANGE WILL NOT OCCUR

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THE LONG ROAD TO SUCCESSFUL CORPORATE CHANGE

• THE FOUR ELEMENTS OF CHANGE MODEL
• UNDERSTANDING NEGATIVE RESPONSES

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UNDERSTANDING NEGATIVE RESPONSES
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UNDERSTANDING NEGATIVE RESPONSES
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
PASSIVE
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
STABILITY
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
STABILITY
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
STABILITY
DENIAL
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
ANGER
STABILITY
DENIAL
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
ANGER
STABILITY
DENIAL
BARGAINING
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
ANGER
STABILITY
DENIAL
BARGAINING
DEPRESSION
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
ANGER
STABILITY
DENIAL
BARGAINING
TESTING
DEPRESSION
IMMOBILISATION
PASSIVE
TIME
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UNDERSTANDING NEGATIVE RESPONSES
ACTIVE
ANGER
ACCEPTANCE
STABILITY
DENIAL
BARGAINING
TESTING
DEPRESSION
IMMOBILISATION
PASSIVE
TIME
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Managers Vs Leaders

• Managers are there to comfort the afflicted and
  the distressed.
• Leaders afflict and distress the comfortable.
• Andy Andrews

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Managers Vs Leaders

• Management
• is efficiency in climbing the ladder of success
• Leadership
• is whether the ladder is leaning against the
  right wall

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Managers Vs Leaders

• Management
• is doing things right
• Leadership
• is doing the right things