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Change

Change. Domino’s Pizza’s Challenge. Recognize the problem (what needs changed?) Come up with a solution Go away from the status quo. Change. Change happens when it becomes “the way we do things around here.” when it seeps into the bloodstream of the corporate body. It fails when

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Change

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  1. Change

  2. Domino’s Pizza’s Challenge • Recognize the problem (what needs changed?) • Come up with a solution • Go away from the status quo

  3. Change Change happens when it becomes “the way we do things around here.” when it seeps into the bloodstream of the corporate body. It fails when it is more Illusion than reality it lacks strong credible executive or senior sponsorship it discounts the human side

  4. Change The Principles for Transforming Organizations

  5. Know where you are going What problem are you trying to solve? What are you trying to change? When established….. Never lose sight of it.

  6. Change the way you think The impossible takes a little longer Think outside the box Assume that you are assuming Time to think The best ideas will always come from groups working for the common goal

  7. Involve and be Involved Have an involved executive sponsor Get representation from those who will execute the change(s)

  8. Understand the Culture & Honor Emotions Organization’s tendency is to resist change and gravitate to what it understands, it’s core values, what has worked in the past, and its organizational attitude (way of thinking). Organization Behavior and Culture The change agent’s job is to understand what the organization is gravitating to; understand the culture, refrain from being judgmental, and move with sensitivity to effect change.

  9. Confront Fear Fear is a major barrier to organizational change. Causes of fear: Uncertainty. Blaming or finger-pointing. People are generally afraid to make mistakes. Past resentments. How will it impact me? To survive, a business must constantly examine its performance, strategy, processes and systems to understand what needs to be changed. An organization must also understand the implications of new business change on its employees given their culture, values, history and capacity for change. Why? Employees execute the changes and make them successful.

  10. Don’t wait for perfection Change entails a lot of struggle and flexibility. A clearly defined plan will not guarantee successful results. It may simply eliminate trivial errors. If you limit yourself to such a plan in your paradigm, you’ll never move forward. The vision can be perfected if you allow the wisdom and knowledge gained through the phases of change to create a sharper and clearer image.

  11. Communicate Communication can make or break your initiatives Establish a communication team that represents the entire organization. Maximize all possible communication media. Use simple language or language that is familiar to them. Avoid information overload. Outline concepts well and present them part by part. Recognize the grapevine as another effective medium of communication. Quickly manage negative communication Resistance to change can spread like wildfire if not managed

  12. Acknowledge Compliance and Successes Set people up for success Communicate small successes Catch people doing something right and tell them Recognize/ Involve those who support the change

  13. Focus on the goal Don’t be defensive Success is not in the process or execution of the change but in realizing and maintaining the goal of change Determine success on things that matter

  14. Reinforcement, Persistence and Consistency Change

  15. Lead from the Heart What are the characteristics of one who is an effective change agent? Commitment Ability to communicate the vision Belief in the benefits of the goal Organizationally Aware Passion

  16. References • Reale, Richard C. Making Change Stick: Twelve Principles for Transforming Organizations. Positive Impact Associates, 2006 • Hiatt, Jeffrey M., Creasey, Timothy J. Change Management: the people side of change. Prosci, 2003 • Kotter, John P. Leading Change. Harvard Business School Press, 1996 • Martin, Roger Changing the Mind of the Corporation. Harvard Business School Press, 1993

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