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MANAGING TRANSITIONS

MANAGING TRANSITIONS. By: GERARDO A. PLANA, FPM Executive Director People Management Association of the Philippines (PMAP).

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MANAGING TRANSITIONS

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  1. MANAGING TRANSITIONS By: GERARDO A. PLANA, FPM Executive Director People Management Association of the Philippines (PMAP)

  2. “If the rate of change inside the organization is not greater than the rate of change outside, then the end is near.” Jack Welch Former CEO General Electric

  3. CHANGE OR DIE!

  4. LESSONS IN MANAGING TRANSITIONS

  5. 1. FAILURE TO APPOINT CREDIBLE PEOPLE WHO WILL LEAD THE CHANGE

  6. CREDIBILITY IS ABOUT EARNING THE TRUST, RESPECT AND ADMIRATION OF OTHER PEOPLE

  7. 2. FAILURE TO DEVELOP A CHANGE MANAGEMENT PLAN

  8. BASIC FAILURES OF A CHANGE PLAN • Who is leading the change? • Why do it? • What will it look like when we are done? • How will it affect people? • Who needs to be involved? • How will it be measured? • How will change be institutionalized? • How will we get started?

  9. 3. NO CLEAR AND EXCITING VISION

  10. “VISION IS HAVING AN ACUTE SENSE OF THE POSSIBLE”

  11. Vision should…. • Engage the spirit • Tap into embedded concerns and needs • Add meaning to life gives everyday • activities a larger sense of purpose.

  12. Sample Visions “Our products enjoyed in every home every day” “Providing news around the clock” “Bringing air travel to the masses”

  13. 4. FAILURE TO TRANSLATE VISION TO MILESTONE AND METRICS

  14. Vision: A car in every home” Milestones/Metrics 2010 – 70% 2011 – 85% 2012 – 100%

  15. 5. FAILURE TO CREATE A “SENSE OF URGENCY”

  16. CREATING SENSE OF URGENCY HEIGHTENS THE ENERGY LEVEL OF PEOPLE.

  17. 6. LACK OF INTEGRATION OF CHANGE INITIATIVES

  18. CHANGE INITIATIVES ALL OVER THE PLACE

  19. 7. FOCUSED ON MANAGING CHANGE AND NEGLECT MANAGING TRANSITIONS

  20. CHANGE • External • Event TRANSITION • Internal • Individual • Experience

  21. “While the first task of change Management is to understand the destination and how to get there, the first task of transition management is to convince people to leave home”

  22. “The failure to identify and be ready for endings and losses that change produces is the largest single problem that organizations in transitions encounter.”

  23. THE TRANSITION CYCLE ENDINGS NEUTRAL ZONE BEGINNINGS

  24. THE TRANSITION CURVE DENIAL COMMITTMENT RESISTANCE EXPLORATION

  25. 8. FAILURE TO DEAL WITH RESISTANCE APPROPRIATELY

  26. SIGNS OF RESISTANCE Complaints Withdrawal Errors Anger Sabotage

  27. Comfortable with old ways Feel they will lose out Threatens identity and status Not sure if they can measure up WHY PEOPLE RESIST CHANGE?

  28. 9. LACK OF INNOVATION

  29. TYPES OF INNOVATION? Process Innovation Product/Service Innovation Strategy Innovation

  30. 10. FAILURE TO BUILD A STRONG SUPPORT COALITION

  31. BUILD A NETWORK OF CHANGE COMPANIONS

  32. 11. FAILURE TO INVOLVE PEOPLE

  33. INVOLVEMENT= BUY-IN

  34. 12. FAILURE TO INSTITUTIONALIZE THE CHANGE

  35. IMPROVING 1 RECOGNIZING 6 ALIGNING 2 MODELING 5 DEVELOPING 3 EMPOWERING 4 CHANGE MANAGEMENT MODEL OF INVESTORS IN PEOPLE STANDARD

  36. In Summary… 12 LESSONS IN MANAGING TRANSITIONS Appoint credible people who will lead the change Develop a change management plan Craft and communicate an exciting vision Translate vision to milestone Create a sense of urgency Integrate all change initiatives Don’t neglect managing transitions

  37. Manage resistance to change • Promote innovation • Build a support coalition • Involve people • Institutionalize the change

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