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What is Change? How to deal with Change Management


What is the change? How do we deal with it and change management? Is it a fact of life to celebrate – or something that occurs every time and disturb our peace and is against

Let’s just try and get a quick handle of “change” aspect of this. When we consider life as fixed and static – we tend to think of it in terms of my life, my job, my business, and all nicely wrapped up with clear boundaries define my own internal “map of reality” ie the process of cognition we take, sort and interpret our life experiences.

In this context, things are considered separate and stasis, time goes linearly from the past to the future, and human experience from this perspective, the duality and separation.

In other words, it’s “here I am” and the world “out there”. So the question “what is the change?” answer and illustrated by events such as recessions -. Things I do not like and happening to me

Morpheus and Neo – hardwired configuration

If you ‘re starting to think that this is starting to sound like conversation between Morpheus and Neo in “The Matrix” – it matters because this is how we as human beings are hardwired to behave

This is “default. setting” – and much of what we do is that motivated this inbuilt need to keep things as they are – to preserve the boundaries of “my life.” – keep my liver and my safety and comfort of my

This is also important because it goes directly to the root of all resistance to or acceptance of change – WIFM – “what’s in it for me?”

Change as something to be avoided is also the default setting. most companies

In other words – to establish a business model that works, and build it as long as possible -. the same organization motivations survival, safety and comfort

But the trouble with this business philosophy is that the current situation, planning, behavior and culture evolved in a certain static environment have very limited activity in the fluid reality that we are now experience.

So, for business leaders and managers, what is the appropriate response to change?

Historically, in times of recession has been “slash and burn” on costs and to focus on and streamline business processes to squeeze out ever greater efficiency.

Last time round the focus was all about achieving the efficiency by creating and establishing a process that would deliver the efficiency regardless of the human cost.

Do you remember the period after the last recession when the Business Process Re-engineering was very popular? And emphasis was always on the process and not the people – and get “buy-in” was once described as a change agent friend of mine as “like trying to get a bunch of turkeys voting in favor of Christmas!”

But when you think about it, the process is just people “doing things”. So it really all comes down to people and process – and that means the process work for people

to the question of “what’s changed” evolved into “what is change and how we can. Success with what? “.

And to successfully deal with change management that we need leadership insight and management processes to avoid catastrophic failure rate of any business change initiatives.


Change management experience and the biggest causes of failure


So there is a change management? The traditional project approach to change management – sees it as a set of tasks if executed successfully get a result. In other words, the typical process led approach that has failed so consistently and so spectacularly in the last 20 years

There are three main reasons for the remarkably high 70% failure rate of any business change initiatives

1. The gap between vision and successful program implementation and the lack of practical change management models and tools to bridge that gap.

2. The “hidden and built in resistance to change” in the institutional culture and the lack of process and change management strategies to address this.

3. Failure to take full account of the effect of changes in those who are most affected by them ie lack of good methods to manage change.

Proscar is a recognized leader in business process design and change management research, and is the largest in the world of change and re-engineering tool kits and Benchmarking information. [This is not commercial – I’m just coming credentials]

They are the publishers of “Best Practices Proscar is Business Process Re-engineering and process design” which is based on a study of 327 organizations world -Wide.

The aim of this study is to provide real-life lessons from the experience of the project team recently or currently engaged in business process re-engineering projects.

Highlights of the latest report showing the 4 key lessons learned

(1) “effective change management” – the main thing is that the project team would do differently the next project

(2) senior management teams and their projects means they were more likely to complete their mission or above expectations.

(3) the planning stage, was generally considered the most important phase of the project – because this was where the scope and role were defined

(4) The main obstacle to the successful implementation of the resistance to change .. This was mentioned 6 times more to some other factor

Clearly, the single biggest reason for the incredibly high 70% failure rate has been over-emphasis on project process rather than people aspects -. Failure to take full account of the impact of changes in those who are most affected by it.

closely related to the reason is the lack of a process to refer the human aspects of change.

properly applied, this is exactly what holistic and wide view perspective of program-based approach and change management will deliver.


The role of the CEO in change


Change initiative involves a concerted, consistent effort at various levels. The Top Management and the Board are as important to the process of change agent, sponsors, steering committee and the people as a whole

The various major role in organizational change process are as follows .:

entrepreneur changes : Organisations often understand the need for change when they have been stung by some deep loss. Losses could be in terms of dipping sales picture, passing the key players, the fall in market share or loss of important customers to competitors, etc. Often change is initiated when someone within the organization responds to such events as evidence of the need for changes

The Change Agent :. The change agent is one that is responsible for driving and implementing change across the organization. The change agent can either be external consultant or internal consultant. In fact, at different stages in the change process, different individuals or teams can come to occupy this role. For example, if a change management project is outsourced to an external consultant, serves as the original change agent. But when the project team begins the actual work on the recommendations of consultants, team leaders must change agents. Basically, the change agents at various levels push amendment by strengthening the need to change, and championing the cause of change

The Official Sponsor Team :. Typically, the organization will publish a team or department to officially coordinate the process of change. In larger organizations, donors may HR Department or IT department. In smaller organizations, a team of senior leaders can play this role.

Finally, the change effort is carried out on the ground floor, they need to be led by senior management. The role of management is paramount to ensure that the initiative does not lose focus or get stranded due to operational or motivational issues.

the role of management

change can either “make or break” organization. Change never takes care of itself. Change is difficult initially but eventually the balance. These are the three basic structural facts.

Although the first denial phase, people will eventually adapt to change, the phase transition is difficult. And this is where Top Management can help. As we saw, the change is initiated by one deeply affected by any crisis in the organization and moves with agents and sponsors. However, the success of change efforts ultimately rests in the hands of management. Depending on the structure of the organization, the work assigned to different levels of employee engagement, depending on the complexities involved. Thus, the government may monitor the CEO, CEO monitoring Executive assistants who then represented work in middle management, where it trickles down to the entry level supervisors.

The Top Management is instrumental, rather important in setting the mood for change. Not only does it play a key role in communicating the vision and parallel objectives, it also plays a big part in objective setting goals and defining the results to achieve change. People are most deeply affected by the actions of his men. Therefore, leaders themselves have to imbibe expected behavior to change warrants, so as to ensure that they cause such behavior of others.

senior management teams can strengthen the program change by using their power or external links, even pushing it through the media, but in the end, real progress occurs only in cooperation with the employees. Again, it is important for senior management to create a sense of shared responsibility. A key to inculcating this attitude lies in really appreciate employees and their role in the whole process. There can be nothing more motivating than knowing that your labor is recognized and appreciated the company. Adopting a culture that cuts across the hierarchy and treats all people as equals, giving strategic objectives priority over personal goals, etc. are all considered symbolic gestures to signify the need for change and the value that is assigned to it. Thus, much lies within the ability of management regards sending out the right signals that will force change

Off late, I noticed that a certain type of shampoo, has his (read :. As bottle) bearing the signature and the small picture of hair expert they worked with to create a product. What are they doing? In my opinion, they are trying to increase the credibility of the product, so that more people come to trust the brand. Similarly, the “selling” change to your people requires what I term “management credibility”. And it is a big responsibility of management. The administration not only needs to send a vision for change, but also need to put the vision needs of companies and show how the change will affect profits, productivity or quality of work life. Equally important is the ability of management to realistically address the current gap between the current situation and the one for the position and provide for people powerful, fair and well-planned strategy – a blueprint for success. Next, driving speedy implementation is vital. When people are confident about the direction, management needs to quickly set them to “react” to it. The faster your plans are set to act, the sooner they are likely to succeed. It’s like “buzzer round-quiz-game”, the faster you hit the buzzer, the more chances to win. On the other hand, you may well know the perfect answer, but if you do not hit the buzzer at the right time, in fact it is not working! Even a perfect plan, immediate action will be the buzzword. With every success as you move toward your vision and increase your credibility, so that eventually people volunteer to accompany you.

Another important observation is that the organizational change, resistance from the people is directly proportional to the perceived threat from the change. Change challenges the status quo and requires people to venture out of their comfort zone. It means leaving the “way things are done” and embrace a new set of potentially better situation. But despite the potential benefits of change, there is always the beginning vile. It comes with the fear of job loss, a change in role, a change in reporting, and so on and so on until the people are so preoccupied with anxiety and doubt that they have little left to think about it in a constructive way. To maximize the benefits of change, management will reduce the perceived threat from the changes. Many times a lot of apprehensions may actually be baseless, in addressing them at the highest level means credibly put unwarranted fears to rest, thus averting precious loss due to stress and mental anxiety.

So we talked about the responsibility of senior management in the visual share, develop a common responsibility, executive credibility, wipe out the meaningless apprehensions, setting goals, defining goals and lead by example, but it’s still something we have not talked about . Listen, because this is important ….

Now consider: How fast did you say last four words in the preceding paragraph, we expect to stumble on a great secret management in the next

[19459002?] Doused expectations apart, the simplest fact that senior management needs to understand communications change is that it is important to listen. Just as most of us would miss the message in these four words, hoping for something more to follow, management often skip attention to the concerns of workers, preferring to advocate rather than listen. Often concerned employees can raise relevant issues, which requires the participation of your changes Management Plan. Top Management Teams need to ensure that communication between them and the organization, is held interactive sessions, rather than to impose one way dialogue. Do not rush to explain how much change is going to be or offer examples of how people lived past changes and how they were expected to do the same again. Rather, recognize that change is difficult and that every concern is worthy of attention. Be firm on the agenda, but sensitive concern. From the secrets of effective communication lies in attentive listening, only when you listen you respond appropriately. Only when you respond appropriately, you can deal with your concerns people effectively, and only by doing so can reduce the perceived threat from the changes, and maximize productive efforts toward change. So take time out, listen and attend to individual employees, special needs or issues, and handling change.

Rather than advocate certain “new system work” is better than “old system work,” Top Management could try the “essay-reverse-synthesis” approach to communicating changes. “Thesis-Antithesis-Synthesis” is a philosophy, often associated with the 19th century German thinker, GWF Hegel, who claimed that historical development is the result of conflicting opposites. Simply put, the thesis statement. Antithesis is against the statement. Obviously essay and contrast are misleading or against each other. The synthesis involves resolving this conflict by offering a solution at a higher level, by combining the positive aspects of both the essay and contrast. The synthesis constitutes the new thesis, which in time, could antithesis and is resolved in the next higher level with another formation. This philosophy is often used to explain the dialectic of Hegel is the process of historical development.

How can be applied to organizational change? In our context, let’s take the current state of the thesis. So, the new system or the ideal situation is the opposite. Now, if you try to make that the new system is better than the old because of a, b, c, d, e reasons ask you a challenge that is likely to be against. No one wants to think that they are working in the sham system, which is no longer able to work. Instead, try striking “synthesis” between current and ideal situation. Communication surplus in the current system and desirable from an ideal system. Suggest that the change will bring about a synthesis between the two, for better functioning. This way, contribute to change, without devaluing existing way of working. Psychologically, this has a positive effect on how people react to the idea of ​​change.

Moving ahead, management also needs to ensure that the processes, system performance, training, job etc. creating or supporting frame of the employees work, are adapted to change goals and support each other.

Although generally change calls for the identification of the different entities involved and delegate work to them, through the able team leaders, senior management needs to map out a macro program. Having identified the tasks related to reaching changes and the time frame available to complete the projects, management will map out decisive way all the projects that they have a clear picture of the task must be completed when that project say and how are different areas of projects tied to each other. This helps to coordinate work efforts, without such changes can never be achieved. From there, the team leaders can take the responsibility of guiding their respective teams to achieve the objectives within a defined time to achieve change.

Several studies in the region have shown that there is a better approach for the top management to work through the current culture than trying to change it, all at once. This can be done through a common vision and management buy-in that operates at lower levels of the hierarchy. Create interest among their employees they monitor resulting pulling precious energy for your project. The real work needed to carry out your plans happen here. When they are committed to their role in achieving Change, projects can take up a considerable speed. However, the management agrees to such employee oriented approach, it will also ensure that they are not committed to their mission to mentored or fired.

Studies have shown that many companies, for example, Navistar International Corporation, which spectacularly been amended, it did not take external consultants, but by having a management study of the organizational context, company history, standard operating procedures and then building improvement teams to drive change where necessary. Thus, these results sufficiently testify to the importance of the role of the management teams in handling organizational change

managing change successfully -. How can CEOs achieve this

In? survey conducted by the American Productivity and Quality Centre, researchers indicate that this change is almost always met with resistance, there arises the need for a champion to drive change across the organization. More powerful and visible champion is, the more successful change program has the potential to be. In this direction, the research concluded that the leader of the organization, usually the CEO often the most effective media of vision and the need for changes across the organization. In fact, change projects in most best practices of institutions found to Everton, organized and managed by the CEO. Often it is not enough for the CEO to just send them a vision of labor. In order to ensure that the vision could mean actually, CEO will also play an important role in planning and implementing the change process. Active involvement of the CEO, the project underscores the importance of the same, so as to ensure the organization extensive support and commitment.

CEO perspective Often times, change is viewed as objectively measurable output. It could be a surge in sales figures, a new business unit or process reengineering. But what some CEOs may miss the transition phase. Till output will be visible and operations, go could be the change effort has been unsuccessful or worst not reached. The fact is, the transition phase, before the stage where the change will be visible not only tightening phase, but is also a phase where maximum change effort is required. This is the time when people adapt to new conditions, tune into new found responsibility, and sometimes act both old and new systems simultaneously. While this phase may not show any visible output, this is the phase where the maximum change is actually taking place. The CEO needs to empathize with their employees at this stage rather than worry about the visible result. The only hurdle they may face is that there is no limit for how long the transition phase will last before the change sets in and finally becomes visible.

Another hurdle for the CEO is to effectively handle pressure situations, where the Board may want to see how the change affects the profitability of quickly. This disregards the fact that change is always gradual and can eventually lead to relapse.

The third challenge, which is quite distinctive, is CEO runs often shorter transition cycle and middle management, and hence is not really as “connected” to the middle management that he can find. The reason is that for him, they are often represented to implement strategic objectives, but for middle management, real change effect sets in after the goal has been reached and a new set of circumstances occur. For it is the manager who has to deal with this change on a daily basis, can irregular amendment to make it part of the system. It requires time. Therefore, it is appropriate to extend the transition phase. This disconnect between the CEO and the management of change scenarios can pose a challenge to the CEO.


Focusing on the goal of Change Management


The dictionary defines a system as “… a structured process or set of related items”. As applied to businesses, effective management control is a perennial management tool that links facts together in an orderly fashion, so the manager can timely decisions.

Administrators will manage a number of variables every day, including

– High-level business objectives such as productivity and customer service levels

– the relationship of one department other

– The timely resolution of customer concerns

– Address variances expected performance targets

Organizations often undertake process improvement initiatives to achieve these objectives. When committing resources business process improvement initiatives, it is important to focus on the entire organization on the following ultimate goals and objectives

1) Reduce the amount of time it takes to change

large projects that extend over a long time are often frustrating process. The Project Manager will be sure to include milestones that can be effectively measured to ensure progress towards the ultimate goal and serve as a celebration of success. In addition, the change is expensive and most of the costs are time dependent. It is faster change process usually better for the organization.

2) Optimize investment in change

objective of Change Management is to increase business performance at the lowest possible cost, and not just implement changes for change’s sake. Effective Change Agents perform tasks with minimal disruption to daily activities and recognize when the cost of change of the potential benefits.

3) Maximize the performance change efforts

get as much as possible from changing experience. Set stretch goals and demand that managers meet or exceed them. Push your business the highest level of performance and favorable competitive position. Always remember, the competition is also trying to improve the performance of

4) Some constants in change

– All institutions change. by design or default

– Change can be planned and controlled; by you or for you

– How do you react to change is as important as what you change

– Resistance to change is normal, predictable and can be managed

When implementing business process improvement initiatives, it is always important to remember the ultimate goals plan and organize work assignments so they can be successfully performed in customer expectations and internal cost constraints. For these objectives expected outcome of the project will ensure success.


Best Practices in Change


There is a new year and you will find that change is sometimes needed to make the business process flow easier and run more competitive company than it has been in the past. You can make a smooth transition when a change needs to happen by following these best practices:

ease up pressure

Do not expect employees to adjust to the changes immediately. Sometimes approve changes are easier for some than others. There are always going to be learning curves and employees need to know that you are open to their questions, comments and feedback on the changes that are happening.

Make changes within the company

You need to help current employees to adapt to change more quickly, and make sure new employees understand immediately review and distribute content within the organization. You need to make sure that they know and understand what the changes are and why they are happening.

Communication of change at all levels

Employees do not want to hear about the changes through the grape vine. They want to hear about the changes from upper management – the CEO or immediate supervisor. They want to know why the changes are made and how it will affect them and their team members. They will be better to change if they hear it from upper management.

Screen Change it is Implemented

started to monitor changes as they are implemented. If the plan hits a snag, analyze and correct it quickly, before it becomes a negative impact on workers.

Recruit Help From Within

Employing individuals from within the company who are respected among his team. These workers are the ones you should train first make sure that they fully understand the changes, and then they set a positive example and guide and train other employees.

Make Benefit Applicable

Overview of the company’s goals, show how the change will help achieve these goals and show how these changes directly to the employees.

Make Change Desirable

Help employees understand the need for change by discussing issues with current methods thereof.

time to the right

Try not to roll out the changes in the times of the year is busy, or when there are other things going on, it has put companies under more stress.

Make it Rock-Sold

Make sure to change or changes you are making are rock-solid before you start to implement it. Go over them with a fine tooth comb to make sure everything is correct and in place to make changes.

provide early and consistent Communications

Your employees will resist change more when suddenly they have little time to adjust. Release information as soon as possible, then roll out changes step by step.

Change is not always easy, but it can be made easier when you make a plan and take the necessary measures to ensure that it goes smoothly.


Change Management 101 – Blame Europass


It is common to blame workers, middle managers, or anyone else who has little power when not change. I call it the Change Management 101 – it is shared. Lesson hugely popular book, who moved my cheese, was that those pesky mice need to get with the program and change – or die. The book says nothing about the impact of the behavior of a leader is how the change had been planned and implemented, nor did it allow the change might actually be a bad idea.

way people lead change has a significant impact if others will support or resist a new idea. Blame stuckees (Coin concept) misses the mark. We should focus on what leaders do – and what they do not do. Quite often, they lead change with Fiat and minimal involvement. Their idea of ​​participation is 2 hours of mind-numbing PowerPoint presentation with 10 minutes of Q & A.

I found that people resist change for three reasons. In simplest terms, they do not get it. . . they do not like it … and / or they do not like you. All of them can stop the change dead in its tracks. Most change strategies focus on making sure people get it – they understand what is going to happen. These methods are fine but they do not go far. They miss the emotional component – this change excite or frighten people? And they do not recognize the impact of trust (or lack of confidence) can have on their ability to influence others. When trust is low, people tune out or look for reasons why this change is another example of bad leadership. When confidence is high, people tend to give leaders the benefit of the doubt and actually find ways to make changes in the performance.

I find it ironic that most leaders seem to know what to do. At seminars, I play very bad leader he presents changes. Not surprisingly, participants have no trouble identifying all the things that this character is doing wrong. But what did surprise me was that they could also specify what my staff could have done properly. In fact, these leaders so astute methods of dealing with that I do not get it, I do not like it, and I do not like you issues before they become problems. In other words, they avoid resistance by building support first.

However, something happens when people (including you and me) get the job. The pressure mounts. Deadlines loom. And we seem to give our own worst instincts. Too bad, since most of us know what to do. If we would only slow down enough to take a breath and ask ourselves, “What should I do in this situation?” We would probably identify actions that would move the amendment forward, instead of doing what has been resistance.


Change Management and Transformation


Transformation performance management requires a structured evaluation of the current living conditions to identify the people and processes involved in slowing the rate of growth for the company. After the audit plan is devised to convert ineffective methods of highly productive activities. Managers can then lead with more optimism and faith.

Companies that go through the “change” are often faced with distractions in the workplace. Employees are not able to accept and embrace the changes in their business. Such a change can be brought about by the introduction of a new business application, new management, a merger or a simple change in the scope of the company. Lack of cohesion in the workplace affects organizational productivity and creates communication gaps. Employees and managers to avoid taking risks and speed work gets slower. In such a situation, it is important to train managers to train their teams and make them more productive so that companies can have a better return on investment (ROI).

Leadership development professionals use a variety of sophisticated tools to evaluate work processes and identify problems that need to be addressed. They ensure that the company gets faster growth through seminars and other activities where interaction improved and seeks to drive performance to the next level.

The training programs focused on goal achievement, improve communication and the theory of risk and reward. Managers and teams are then able to meet the goals efficiently. With specially designed business communication gaps are removed. Better levels of trust and confidence improve our cohesion manager and their team work towards common goals in an effective way. Managers are taught various skills needed for effective problem solving and decision analysis. Management is then better able to solve problems for workers and encourage them to bring amazing results for the company. Problems underperformance are removed through relationship building between managers and their teams. What plans are suggested in cases where the rewards can improve performance levels. While loyalty programs help retain employees with rare skill sets.

Career management professionals achieve the desired objectives by focusing on the business. Meetings and team building sessions help increase the inspired team. The sales and marketing department, employees are better able to focus on the common goals of the company. Companies that do creative work benefit from outdoor activities. Employees are able to step out of the work of politics and have fun in a team-like manner. These activities are created to develop and strengthen a common vision to make the team to use the collective intelligence in trying to meet organizational objectives. The work teams are taught to get along together and work in a team outside the workplace are better able to meet the challenges of a chaotic world. By defining the vision they work with their creativity and innovation to get better market share for the company.


Leadership and Organizational Change – A Team-Based Approach


Change is never easy, it is in the nature of our people to resist change – whatever causes. But despite this fact, many organizations managed to overcome the obstacles to change and the adoption of new models for not only leadership style, but many others planning as well (Nahavandi, 2003). As you may have already noted, one of the most difficult models to change is moving from the typical hierarchical or autocratic style of management to democratic or team-oriented leadership style. However, the key to successful organizational change is a sound change management process (Dudinka & Berge, 2006). Part of the change management process, is also preparing a business for the new shift in leadership methods and requires the organization build a team-oriented culture – from the top down communication (Rosenburg, 2001). Managers at all levels must identify and use the best skills of each person, and create a sound value-based communication between team members (Dudinka & Berge, 2006).

Change may be the ultimate test leader. As leader of the organization, you should perform a solid change management strategy in order to manage not only people, but the business case creation as well (Dudinka & Berge, 2006). According to John Kotter (2007), a leading expert in change, leaders often make some major mistakes – those that Kotter has particularly reduced to eight basic steps. As leader of the organization, you should consider taking these eight steps into considering in order to develop a solid approach and framework to transform the organizational leadership of your methods.

The first step in dealing with change is to establish a sense of urgency. Most change begins when leaders look at the current situation, performance and customer satisfaction company (Kotter, 2007). Is customer satisfaction influence for slow decision-making? Are “too many cooks in the kitchen” so to speak? This is perhaps the most important step in the process and requires the participation and “aggressive cooperation” with the organization of all.

The next step is to create a powerful “guiding coalition”. But what does this mean? Not only will the department or divisional leader become a key stakeholder and supporter, but so will the top levels of the organization, the CEO and other senior executives. If the most important people in the company do not buy in, the rest will not either (Kotter, 2007). In a small business, this guide team may only be three or four people, but in a larger organization, this could be a wide range; . twenty to fifty

The remaining steps are:

1. Define long-term vision,

2. Communicate the vision hard (ie ten times more than you think in beginning);

3. Remove barriers that do not support the new vision and empowering others to support that view

4. Planning for, create, and celebrate short-term “works”

5. Strengthening improvements and prepare for further changes (ie, do not declare victory too soon), and

6. Institutionalizing new approach

But, how do you actually convince others to buy in organizational change. especially the study autocratic to democratic leadership style? The first question that should be posed each of the reference line alliance should be, “What is leadership?” Carefully listen to the definition of each person, will usually find many different versions of what each person believes leadership is. But despite these differences Nahavandi (2003) points out that leadership includes three similar elements: (1) leadership is a group phenomenon; there can be no leaders without followers, and it is already the team environment, (2) leadership is goal directed, means leaders always influence or guide the team to a certain course of action to achieve specific goals, and (3) in the presence of the leader, taking one some sort of hierarchy or autocratic leadership. But this may be the case, it can also be informal, flexible and most equal force.

By addressing these three similar elements, Nahavandi (2003) continues to show that by linking them to define a leader as any person who directs or impact point and helps them to establish and achieve goals and objectives efficiently; in a non-autocratic fashion. This shows that to be an effective leader, you do not have to use a top-down approach and the responsibility and accountability for decisions can be shared among the team.

However, the next question is, “How do you get them to change their style of leadership?” In order to sustain a revolutionary change in the organization, you first need to encourage them to aim comparison or transformation leadership team. Nahvandi (2003) considers the transformation of leadership is best achieved through the inspiration of your followers, enabling them to “enact revolutionary change”. Transformational leadership finally includes three main elements: the charisma and inspiration (ie create emotional bonds), intellectual stimulation (ie, challenging followers to solve problems instead of you), and individual consideration (ie to develop personal relationship with each follower). When these factors are combined, they allow vehicle for change in not only the organization, but individuals.

By following these types of steps organization will consequently produces better ideas than forcing shared accountability decisions. The greatest implication of these actions will change the way people think, act and share ideas; thus changing the very culture of the company and how it does business.

In the words of Kotter (2007), “help change may be the ultimate test leader.” Human nature is to resist change and aggressive and sustained change management process for the organization must be implemented as a framework for leading a significant transformation in the culture. Once this framework has been implemented for you as a business leader will efficiently and effectively convince your followers, and the rest of the organization in new thinking. Thus, allowing for better, faster and higher quality decisions then provide your customers with what they need :. Satisfaction


Dudinka, G., & Berge, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer methods to maintain distance training. Turkish Online Journal distance , 7 (3), 144-152.

Kotter, J. (2007). Leading Change. Harvard Business Review , 85 (1), 96-103.

Nahavandi, A. (2006). The art and science of leadership Upper Saddle River, NJ: Prentice Hall ..

Rosenberg, M. (2001). E-Learning :. Strategies for Delivering Knowledge in the Digital Age New York :. McGraw-Hill



Change Management – On target with the pace of change


The purpose of writing this article is to take a look at the well-know companies and see how they and change management. I choose Target Corporation for a couple of reasons. First of all they are very visible and recognizable. Most people know each Target and visiting their stores. Second, I know the organization and business philosophy that lead to the way they deal with change.

I must point out that I have no connection to Target but has worked for the company in the past. From those experiences as well as my experience as a customer and business observer I have come to know how Target performing in comparison with other similar companies and why. Target is not a perfect company, but to be recognized for what they do well. I call it just like I see it. I have no incentive to give credit where credit is not due.

Businesses succeed or fail for a reason. No matter what the company is selling, if there is a market for what they are selling, and they stay true to the company philosophy that they have good prospects in the long term. The challenge, however, is to begin. I can not be sure of the number but I bet that every successful company are not 100 but had just as good an idea.

I would like to focus on the issue of change management and how this company deals with the fast pace of change in the retail world. The product sales environment is the most visible and obvious way for vendors to keep up. By offering the latest technology and advanced products is only the beginning of a change response. All retailers have procurement and purchasing strategies to give them the right products to sell.

Target takes sales and merchandising to the next level of design philosophy. They sell not only good design but they also actively involved in the design of the products they sell. This is not new and will be common with the large retailers. Target is just a little better at it. They take a more active role in design than most retailers. After all, this is their niche. Target’s design philosophy and creative environment permeates the company in all aspects of procurement of goods, development of financial assets. It is fast, fun and friendly company.

Property Development and how they deal with change management is what I use as an example here. Retail product and design change moves much faster than property development, building design and construction is moving. This creates a problem. Because you’re going to build a space to support a retail trend, the trend has passed. This is why retail businesses must plan for constant change. They have to build stores that allow for flexible use and modification. The difficulty here is that you need to have a plan to get it done and move on. You need to land on the policy and move ahead knowing that the direction may change.

In-house design and construction of the world changes cost money. Depending on the timing of the changes may cost you a whole lot of money. Just in the construction phase, change orders cost up to 150% of the original cost. This is not to mention the cost of redesign for architects and design professionals.

There is a bit of a catch 22. You might think that you should settle on the design and build it. This would save you a lot of money. Or would it? Indeed, it could cost you more money because you would be reconstructed in a shorter cycle because the space was outdated by the time it was constructed. I’m sure there are parallels in just about every company.

solution is a change management process to account for the dynamics of changes specific to your business. This has been oversimplified for brevity but basically succeed in managing change you must plan for change, have extensive process changes and a well-developed process integration

Planning for Change :.

effective CM system requires a plan that includes diligent identification of change potential a structured CP (Change Process) and proficient use of technology. Knowing what lies ahead for your business is the key. The ability to anticipate the next trend is a definite advantage. And if your business can be a trend setter or can drive this change makes planning a whole lot easier.

Target’s fall in the second category a certain extent. They are on the cutting edge design of the rent for the discount store design. They have figured out what level design can reach the masses. In any case, they have been pretty good at staying out front and dictating sales trends for mass production. This prepares them, to some extent, to cope with the changes in the store construction

Change Method :.

When you feel you can see what’s ahead putting together a process to deal with it will be possible, albeit not necessarily easy. Changing the process involves a lot of people and be responsive to the working elements of all roles.

As far as property development goes, Target is a system to deal with the physical changes resulting from changes in business strategy. This is pretty obvious when you look around the shops. They still look good relative.

general area with great potential for change are areas that are exposed to the greatest changes in technology, changes in the target company, the retail industry competition etc.


Efficient integration is a key factor in the success of CP. Integration is accelerated through effective communication. For real estate, BIM (Building Information Modeling) technology enables the rapid development and dissemination of change initiatives.

Integration is where you want to maximize the potential of technology to help change the practice. BIM is

Integration is really about how does the change process meet its goal

Documentation: ..

Effective data and measurement CM directives can been an important part of a successful CP and can have a major impact on the cost of the changes.

Documentation methodologies can have a major impact on how fast the system works. In business, time is money, as we all know.

CM is a fact of doing business. Change is a constant in the current business environment and companies need to develop an action plan to deal with the changes to be competitive.

Target Corporation has long been a great company with a business model. It has a creative environment, top marketing department and click the right niche in this time of abundance and design sensibility. This is a company with morals and standards that resonate with family values. I’d be willing to bet they make it through this downturn in the economy. Creativity is a prized asset in this ever-changing business world.

Have a plan. Make a plan. It will save you time and money.


Change management and performance indicators -? Evolution or Revolution


Good institutions are in a state of constant change. They adapt to changing conditions in order to survive.

Sometimes, when faced with a crisis, they adopt a deliberate, planned change in strategy. This is a revolutionary change, commissioned by the board and senior management, often with external professional guidance. These are expensive programs, which affects the lives of many and the organization needs to know if they are working as planned.

Most of the time the changes are simple response to some external stimulus, with the success or failure dictating whether the change will be repeated. Let us look at this as a trend change. It still happens, it can not be stopped, and the results often look like a random walk with unexpected consequences creating frustration for the top tea m.

role performance.

Best practice says that the management team should use key performance indicators (KPIs), as well as financial statements to monitor performance.

When I wear my hat company director, I remember the hard data that I got on the board first and foremost the Bank’s results with historical perspective and compared with the budget. Managers rely on the report of the board to provide a leading indicator data as forecasts and soft performance trends. These reports were rarely based KPI.

If we are dealing with development change and leading indicators are cast in KPI model, results change should be easy to track time, and subtle changes in over time can be found and correlated with changes in performance. Drivers of small changes in performance are identified and can be reinforced or eliminated by management actions. This gradual change process is inevitable, so it is important to capture the small steps in the right direction.

When we deal revolutionary strategic change metamorphosis. I recommend some changes in policy should be adopted without a thorough examination of how they will work and what can be expected. Best practices used a scenario development techniques and probably the best, and the worst cases are examined by computer simulation. Normal KPI modeling process quickly show the main points of leverage, and establish KPIs for the new policy.

If structural is predicted that KPI modeling process shows new relationship between functional units, and new KPIs and performance targets can be set. In this way it may be possible to reduce the effects of unintended consequences.

Examples of case my book.

argument I’ve presented looks good, but need examples to provide more clear guidance. Here is one, with a description of how specific KPIs that came from the direction was obtained

Commercialisation of large government organization – .. Grand attempt

20+ years Australian government embarked on a program of change to capture the benefits of a commercial approach to the provision of state services. All services operations scattered throughout the entire government, which exists to provide services to the government gathered in one new Department, DAS. Most services were commercially contestable, and the aim was to uncover this gradually to higher levels of private sector competition and capture the expected restructuring. There were 28 units in the new DAS. The first step was to introduce accrual accounting in the new organization. This was a major project, the government used traditional cash accounting and program budgeting, with all their weaknesses, at that time. One of the most difficult part of the process was identifying and evaluating all assets. Training all 18,000 employees in the principles and implementation of accrual accounting took quite some time. The idea of ​​making a profit was simply not part of the culture, so it took even longer.

In 2005, I had a private discussion with just retired Director of DAS, Noel Tanzer, and I was fascinated to learn about the process. Noel was highly regarded as one of the senior mandarins in the Commonwealth public service. He told me that in 2-3 years, the Board was pleased with the results from the introduction of accrual accounting. Settlement improved reliability and accuracy (apparently soft KPIs for these major policy changes).

He described it in these terms “We could hear the soldiers all go to the same drum beat, but we were nervous. It took us some time to realize that they were all marching in different directions. That was when we decided that the next stage of the work was to present a major program of training in the business. That’s when you got involved. “

Each 28 units had other business and a different range of commercial and public good services. Retail mandatory KPI models, and the process of working with staff to develop profits and pricing models was a key factor in the marketing training that happened. Each of the 28 was doing its own structural changes in response to exposure to competition imposed by the government. The goal posts changed every year.

What KPIs did we use to measure progress?

  • The most important KPIs were hard productivity and price related
  • return on funds employed
  • Revenue and gross profit per employee was high-level measures price of DL hour
  • · Direct labor utilization
  • · Sales and marketing expenses% of revenues

· Achievement of sales plan

· Cost ratios

· Asset and capital management ratios.

We used the model to set feasible but challenging goal range for KPIs and measured development. The goal was different for every company, because the company was so different, but the rules were the same

Soft KPIs were also extremely important :.

· Market% for the main segments

· quality and timeliness of project delivery

· Satisfaction was evaluated% of trade held against competition from the private sector.

I define these as soft KPIs, because they are dependent on external measures.

Did it work?

Over five years the total number of employees was reduced from 18,000 to 8,000, but the total remained stable. Staff productivity was significantly improved. The qualified staff that were lost were usually snapped up by the private sector.

There were some mistakes of course, but they were far outweighed by the results. The success of this type of grand experiment with people’s lives is not recommended KPIs but in social and political out-comes the lessons learned from this guided change process have served Australia well in recent years.

Some of you may ask,

The answer is that most of the 28 units were low, “Why is this important to me My company is not employing 18,000 people ?.”; each individual business unit simply had to learn something completely new to the public sector – how to compete with the private sector for it had always been in his job. It requires a complete change in the public service mentality, and everyone had to learn the real meaning of the word profit . 8000 of them managed well enough to keep their customers and make a profit. This was a new goal for the people who joined to serve the public without thought of profit. It failed.

If you’re a revolutionary change, KPIs you should be the new KPI model. If the change is in development, there are fewer changes in KPIs need, but you’ll get to keep KPI model line with the structure will lead the way.