Mind change Role change and future change

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Mind changeRole changeand future change
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Warm up exercise

• Grouping
• High grade
• Low grade

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Mind change
0 8 8 6 5 7 5
7 7 4 6 3 6 3
3 5 1 5 6 8 3
4 7 8 9 7 9 0
5 6 7 7 6 3 8
3 5 6 7 8 9 0
4 6 7 8 7 8 4
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Question

• Question

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HOW MANY 6 ?
0 8 8 6 5 7 5
7 7 4 6 3 6 3
3 5 1 5 6 8 3
4 7 8 9 7 9 0
5 6 7 7 6 3 8
3 5 6 7 8 9 0
4 6 7 8 7 8 4
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What do you see?
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Role change

• ICU question

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Future change

• Vision
• Resources
• Personalities

• Blue Ocean
• Flat world

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My change

• Radio DJ
• EMBA student
• TV host
• Media trainer
• Motivation speaker
• Team builder
• NLP practitioner
• Book writer

• Sleep
• Cursory reading
• Memory technique

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Your change

• 1.
• 2.
• 3.

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From part 1 to part 2

• Take action

• But how?

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Leader of this century

• Vision
• F..
• C..
• X..

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Communicate your vision

• -
• X

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• Know your existing method
• 1 means
• 1 angle
• 1 sense

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_

• Set your goals
• Cut your goals

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X

• Find out your past glory
• Find out the model

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• Find out the best acceptable way

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Vision alignment 7s

• Shared value
• Skills

• Staff
• Structure
• Strategy
• Style
• system

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The McKinsey 7-S Framework
Strategy
Structure
Systems
Shared Values (culture)
Style
Skills
Staff
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Target alignment

• Buddy
• Set own target

• Smart
• Specific
• Measurable
• Aspiring
• Realistic
• Time-limit

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KEY CONCERNS IN STRATEGIC MANAGEMENT    
       
How do we behave? culture conduct
Why do we exist as an organisation?
Where do we want to be? What do we want to
achieve?
Where are we now?
How will we get there?
Are we there yet?   Are we successful?
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Key dimensions of change

• Objective---why?
• Content----what?
• Process----how?
• Context ----where?

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CONTENT WHAT CHANGE IS NEEDED? adapting the
McKinsey 7S framework
Extent of Planned Ideal Current
Change Actions
Strategy
Structure Systems
Knowledge Skills
Shared values (mgmt) style
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TQM versus BPR

• Total Quality Management (TQM) was developed in
  the 1940s. It aims to improve the quality of
  manufacturing and service. It focuses on
  obtaining continuous feedback to make
  improvements incrementally and gradually refining
  existing processes over the long term.
• Business Process Re-engineering (BPR) became
  popular after publication of an HBR article in
  1990 and the book "Reengineering the Corporation
  in 1993. It aims to improve business performance
  dramatically by radically rethinking the goals of
  an organization and redesigning work and business
  processes from the ground up rather than simply
  using IT to automate existing tasks and
  functions.

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METHODS TO DEAL WITH RESISTANCE TO CHANGEbased
on Kotter Schlesinger (1979) HBR
Approach Key Action Pros Cons
Education Explain the need for Better
understanding Communication and logic of change
but time-consuming
Participation Democratic planning More
commitment Involvement design of change
but time for consensus
Facilitation Offer to retrain and
Builds morale but Support assist
those affected Can still fail
Negotiation Negotiate with Others
may then put a Agreement key resisters
price on compliance
Manipulation Political allocation May
impair change Cooptation of change process
roles lower morale
Explicit/implicit Threaten negative Can
anger people Coercion consequences (job
loss) really lower morale