Acquired Company Name & Platform Change and Transition Workshop

1. Acquired Company Name & PlatformChange and TransitionWorkshop Insert Date Here

2. Change and Transition-workshop

3. Change and transition workshop Purpose of the workshop is....... • To provide participants with a basic knowledge and awareness of the underlying theory of Change and transition in order to lead change confidently • To achieve an agreed understanding of the leadership role in leading change and transition • To provide an understanding of the high level impacts of the specific change. • To provide an understanding of Colfax Change tools and how these can help to enable change in the Organisation.

4. Change and Transition workshop Agenda

5. Journey Toward Excellence Defining Change and Transition

6. Change and Transition workshop First a bit of contextual background and theory.

7. Change and Transition workshop Change Management is … • The process, tools and techniques for managing the people side of change • About managing change to realise project and business results • About understanding the motivations, attitudes and fears of people impacted by the change – working with them to promote efficient delivery of the change and enthusiastic support for its results • A method for reducing and managing resistance to change • About creating the conditions that ensure people are able and willing to change • Helps the target audience to progress at the pace required for step change

8. Personal Control Different categories of change Low High

9. Change and Transition workshop Understanding the Engagement curve

10. Change and Transition workshop Activity: Understanding your own level of engagement

11. Change and Transition workshop ‘It isn’t the changes that do you in, it’s the transition. Change is situational, the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal.’ William Bridges, Managing Transitions, Making the Most of Change – Addison Wesley, 1991

12. Change and Transition workshop The benefits of well managed Change

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14. Managing Transitions – the emotional dimension Change and Transition workshop

15. Journey Toward Excellence The leadership role in times of change

16. Change and Transition workshop • Activity : How can you as a leadership team help effective transition • Thinking about your own personal transition and that of your team / Organisation, identify some simple things that will help to ease the journey from “endings” to “new beginnings”. • Some examples are provided for discussion 16

17. The Leader’s Role in Managing Transitions Change and Transition workshop

18. Change and Transition workshop

19. Change and Transition workshop

20. Change and Transition workshop • Activity : Where is your focus and what needs to change to enable effective Organisational transition • There are conflicting sets of tensions that a leader needs to balance in terms of where they apply their focus and what they attend to, particularly during periods of change. • The following model explains these tensions and helps to identify any changes required by personally profiling where you as individuals focus your time. 20

21. Change and Transition workshop Leadership Focus- Balancing the tensions Future Challenges Internal Capability External Impacts Current Performance Chris Rogers: Informal Coalitions

22. Change and Transition workshop Future Challenges Focus on transforming, changing, moving beyond Development Focus on people, Relationships, Organisational enablers Discovery Focus on Creativity, Innovation, exploration Changing the business for a different future Fostering an enabling climate and culture External Focus on External Stakeholder Demands, competitive Position, Differentiation Sustaining and developing the capability to perform Positively influencing external stakeholder impacts Internal Focus on internal People and processes Integration Achieving current performance objectives Discipline Focus on Consistency, Conformity and standards Delivery Focus on Goal Clarity, task, results Current Performance Focus on Business as Usual, continuity, efficiency Source: Chris Rogers- Informal Coalitions

23. Change and Transition workshop Mapping leadership focus Innovation ( Discovery) To create an environment that encourages innovation Well Being ( Development) To create an environment that enables colleagues to develop Internal Processes ( Discipline) Improve our internal processes and build operational effectiveness Achievement ( Delivery) Create an environment where results are challenged

24. Change and Transition workshop Typical example Innovation ( Discovery) To create an environment that encourages innovation Well Being ( Development) To create an environment that enables colleagues to develop X 20% 10% X X 30% X 40% Internal Processes ( Discipline) Improve our internal processes and build operational effectiveness Achievement ( Delivery) Create an environment where results are challenged

25. Journey Toward Excellence The Change Toolkit It’s use in managing resistance and increasing positive engagement

26. Change and Transition workshop Typical causes of resistance • Why do people resist change? • Fear of failure • Loss of control • Shock of new • Fear of criticism • Uncertainty • Inconvenience • Insecurity (job, performance, environment) • Difficulty learning new skills that are required • And more!

27. Change and Transition workshop Typical causes of resistance • Not knowing the business reasons for making a change or the consequences • of not changing • Not knowing how it will impact them • Uninformed managers who are sending mixed messages • Increased amount of work they would be required to perform • No allowance for current process ‘workarounds’ • Perceived or actual loss of position or power • The Organisation’s past failure to implement changes well. • Previous personal experience of change was poor and did not have a positive • outcome. • When managers did not stress the importance of making the change or did not show • a personal commitment to making the change • When business leaders failed to communicate directly with employees • Fearful of any changes that could affect their employment during difficult economic • times • Lack of Awareness • Organisation’s past performance with change • Organisation’s past performance with change • Lack of visible support and commitment from managers • Job Loss

28. Change and Transition workshop Looking at resistance differently Leaders often try to remove resistance as if it were a bad thing. It’s not. Its a normal response to a changing situation, without it there is no energy to make the necessary change. Resistance to change is only seen from the outside looking in, not from the inside looking out. People don’t usually resist intentionally. They simply have unanswered questions or concerns. Leaders must accept that they can never create change in someone else. Everyone will chose to change themselves , in their own way and in their own time. People will change because of the examples set for them and not the demands made of them. The best strategy is to engage, entice, invite and encourage others to change. People will resist change if they don’t understand the strategy, disagree with it or think the wrong data is being used to support the rationale. People will resist change if they think planning and decision making is inadequate, is not taking their concerns into account, or have bad experiences of change. People might resist transition if they are uncomfortable with ambiguity and confusion, if they doubt their own ability or are not prepared to let go of the familiarity of the old ways.

29. Change and Transition workshop How the toolkit can facilitate engagement and transition

30. Change and Transition workshop How the toolkit can facilitate engagement and transition

31. Change and Transition workshop • Activity : Change Impact assessment • Drawing on previously identified Organisational changes resulting from the acquisition; • What will be different • How does the new state differ from how it is today. • Who will be impacted • How will these stakeholders be impacted • How critical is the impact to the success of the changes being made. 31

32. Change and Transition workshop Example types of Change Impact 32

33. Change and Transition workshop • Activity ; Change readiness • The success of the Change transition will be affected by any previous experience within the Organisation and the perception of how well change has been handled before. • It will be affected by the extent to which communication can be delivered well both internal and external, how well the leadership teams can work together to instil confidence in the Organisation, how well the business processes facilitate change and the capability of the Organisation to cope with multiple changes. 33

34. Change and Transition workshop

35. Journey Toward Excellence Review and Wrap up