The Future:

Change As Advantage Not

Function

A new dimension to the function and role of

change management

Jeff Gandolfi

OpEx., NY, 7th March ´16

Aims

Think

Have some fun

Societal changes will mean current change management

will become increasingly ineffective

Change management needs to look at the structural

elements of change

Change management does not promote change and is

currently focused on change projects

Theme: Are you effectively deploying an OpEx. leadership strategy and managing

cultural changes?

Table of Content

1: Today and Tomorrow: What Change management is today and what

the future may hold

2: Change as Advantage: How change can drive an organisation forward

and directly improve operational performance

3: Review: Final conclusions and further discussion

2 Simple Questions

What is Change?

What is Change

Management?

From A to B

Improving

Adapting

Managing a process of transition

Supporting people in transition:

Aligning personal/company

transition

Overcoming resistance to change

Being more responsive

Moving operations from Asia to Africa

100% online, no direct face-to-face

Instant loans at the point of sale

Understanding where we are and

where we want to be while ensuring

the PMO/End User is happy

Cultural development, training

Understanding the change process

Improving change readiness Making everything easier to change

Security: digital location different

from visa card location

Change Management Role

“Identify gaps, create and implement change strategies and plans that

maximize employee adoption”

People and Culture

“Work across teams leading: change strategy design and execution,

stakeholder engagement, organizational readiness, leadership alignment,

communication, training, project management, and sustainment”

Cross Disciplinary

Management

Overcoming

Resistance

“Focus on the people side of change: changes to business processes,

systems and technology, job roles, organization and cultural changes”

Improving Change

Readiness Only 15% had this

clearly defined

“work to drive faster adoption, higher

ultimate utilization and greater proficiency

of the changes that impact employees”

Key Performance Indictors (KPIs)

Management

People

Resistance

Readiness

Impact of negative change

Satisfaction of change council

In capital (time, labour, etc.)

Satisfaction of end user

Training

Knowledge documents

Reduce change cycle

No. of negative changes

Attitude and alignment

Acceptance rate from change council

No. of emergency changes

Awareness of change

Change Management Model

Resistance

Change Projects

PMO

Change Council

Operations

Structural Inflexibility

Change Management

Change management is

the implementation of

change projects

It is directly separated

from operations

KPIs focus on change

implementation rather

than promoting change

Tomorrow

What will the business landscape be

in 10 – 15 years?

Tomorrow

Possibility Explanation Effect

Most of the world will be

connected

US 2006: 70% online

2015: 85%

Widening and deepening markets

New concept of market

Hyper-connectivity People, machines, buildings will be

naturally interconnected

Data collection and exchange

Fluid real time data analysis

Internet of Things

(Kevin Ashton)

Everyday items will be intelligent Fridges order milk, pay via bacs,

delivered by drone

Faster world People and organizations will not able to

respond quickly enough

Break down of current business

models and structures

Interest nations People linked by interest rather than

nations

New markets, new dynamics,

huge opportunities

Conclusions

Change management is

separated from operations

The way we interact with

the world is becoming more

fluid

It doesn’t overcome

resistance

Our current way of

thinking about

operations will become

irrelevant

The world is going

through a revolution

We have so many new

opportunities that we can

not perceive yet

Organisations need to

revolutionise too

Change can drive

operational excellence

as it allows companies

to become more fluid

Change is going through a similar process as quality has, the evolution from quality assurance to

total quality is essentially what faces change management today

Good change now will be

poor change in 10 – 15 years

Change as Advantage: Structural Change

Where change projects introduce new operations, technologies and ways of working, structural

change focuses on people, their behaviours and their beliefs

Structural change effects not just part but all of an organisation all the time

Structural change involves the context in which things are done, it can generate a culture that

will actively promote change and ultimately promote fluidity

Structural change may be slower, sometimes taking years

Life is becoming fluid, companies have an opportunity to truly align people and organisations

But to do this you have to change your perspective

Structural Change Management Model

Resistance

Change Projects

PMO

Change Council

Operations and

Structural Change

Management

Flexibility

Change Management

Structural change

works to help project

based change

It is directly connected

to operations

It Promotes

Fluidity

Recruitment

Skills/Area Application Example

Gamers

• Eve Online: “Corporation leaders”

• Resource and management

• Multi-site people management with no face-

to-face contact

Gaby, MSc Statistics, “Resource

Manager” in Eve Online:

Operations manager for online

learning

Education

• Diverse honours degrees (maths / history)

• Allows a wider and more flexible

understanding of business processes

Miguel, New teacher (2 years)

Document control

Language

• Why do “English” managers not need to

speak another language?

• Better listeners

• Deal with conflicting ideas

You don’t need two languages

because you deal with two

geographical areas, you need

two languages because it makes

you more flexible and adaptable

Wanderlust • Lots of travel experience

• Multicultural background

Better able to deal with the

unfamiliar

Fluidity of Roles

Skills/Area Example Notes

Functional Roles

• Engineer: projects,

hardware, quality

• Either job rotation or

roles on different projects

• This is not disaster or progression planning

• It is not slow drop change

Multi-Locational

(physically and

digital)

• Risk analyst in Japan

needs to work on US

projects

• Use technology and even

location hop as a norm

• There is no space between us

• Cross location resource at a day to day level

• Start employing by region or function, not

location

Expect change • A relocation package is

paid because the

relocation was not seen as

a norm.

• Quality is expected, it is planned for , it exists

in an organisation.

• Stop treating change as a project based

activity and start expecting and demanding

it

Change KPIs

Number of soft and hard targets Some roles are naturally more open to

change. RD is naturally a hard target

How many jobs have been turned into

functional roles

How many engineers, not how many software

or hardware engineers

At what level is change seen as a natural

quality of the organisation

Level of cross location resource sharing How many single site projects involve

multiple sites

How many people speak at least 2

languages

Is environmental training as important

as traditional education

Review: Conclusions

Are you effectively deploying an OpEx. leadership strategy and managing cultural changes?

• OpEx. leadership strategy must bring change management centre stage,

it is the best platform to adapt an organisation to the future

• OpEx. leadership strategy should build change into, rather than solo

imposes change on, operations

• Structural change management allows the development of KPIs that

measure not an organisation’s change readiness, but its ability to change

• In the longer term structural change management allows the development

and management of a real “culture of change” which is rooted in

operations itself

Who I Am

Jeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi

Current Role

Country Experience

Sector Experience

Business consultant and coach

(UK), Mexico, China, Turkey, (Europe, Canada, US)

Consultant Various

Commercial

Director Mental health

General

Manager Education and training

Manager

Various Automotive