change management for km success yong ik park may 28, 2002

CHANGE CHANGE MANAGEMENMANAGEMEN

TTforfor

KM SUCCESSKM SUCCESS

Yong Ik ParkYong Ik ParkMay 28, 2002May 28, 2002

2Sustainable Revenue & Profit Growth Through Creative Thinking

문제의 제기

왜 시간이 지나도 지식이

채워지지 않지?

도대체 이거 뭐 하는

시스템이야 ?

내가 하던 기존 업무 프로세스

외의 부담스러운

일이야

아무리 찾아도 쓸만한 건

하나도 없군…

이거 참 좋은 건데 , 왜 이리

협조들을 안하지 ?

평가를 한다고 ? 제주도 안가면

그만이지!

내 껄 왜 내놔야해 ?

COP?낯선

사람들과 뭘 하라는

거야 ?


KM Project – An Change Management Approach

KM STRATEGY

KMIMPLEMENTATION

CO

P 2

CO

P 1

CO

P 3

CO

P 4

……

KMVision

KMProcess

K-Map COPDesign

IT Infrastructure

Think Big Start Small

Experiencing the Success

Minimize the Risk Factors

Minimize the Internal Resistance

Build ‘I envy you’ Culture

Continuous Improvement &Continuous Stimulus


지식경영의 구성요소 ( Valtech KM Model)

Content

Community

Communication

Process

Strategy

Strategic Approach(KM Framework)

Technology


Convergent vs. Divergent System

Divergent SystemDivergent SystemConvergent SystemConvergent System

CRM

Telecom

StrategyCenter of ExcellenceStandard ManualMethodology


Seven Change Profiles

The Quick or The Dead The Mountaineer The Globaliser The Marathon

Runner

The HeavyWeightThe RevolutionaryThe Competitor

Speed of change is the first priority

The Market leaderMust keep climbing

Global growth andintegration

Big change meansOne change at a time

Waking up the GiantRadical change on the road to Worldclass

Recovering or sustainingCompetitive position

Which Profile best fit your change?


Managing ‘The Quick or the Dead’ change programmes

· Use a senior person to lead the change on a full-time basis· Identify the target: what must be delivered—and when?· Prioritise the changes - you will not achieve them all in the short time

available· Identify a key change—and then send a signal by making it happen

in the first few weeks· Use e-mail to frequently update employees; present only the

important milestones in person· Set an expectation about resource levels: sufficient, and no more


Managing ‘Mountaineer’ change programmes: best practice

· Talk to previous change teams: there are lessons to be learned. What worked—and why?

· Watch out for an incremental wish list of changes creeping on to the programme

· Opt for a small-but-high calibre team; agree specific line management roles to share the load

· Phase the change programme to deliver changes at least every six months

· Look hard at how the reward structure might be harnessed to ensure commitment


Managing ‘Globaliser’ change programmes: best practice

· Obtain a full understanding of local employment legislation early on· Roll-out the changes on a country-by-country basis, with pilots

implementations to prove viability· Move the core change team from country to country, in order to retain

learning and change skills, but maximise the use of locals for team membership to maximise ‘buy-in’ and to ensure that cultural differences are fully understood

· Make national benchmark differences visible to senior management, in order to improve motivation


Managing ‘Competitor’ change programmes: best practice

· Use benchmarking to size the competitor gap and help communicate it· Prioritise changes based on their relative impact on overall performance· If there are to be employee head-count reductions, announce the selection

process early, and make it visibly clear, objective and fair. Invite union checks· Identify the performance measures that will be tracked weekly (or more

frequently) once implementation starts· If possible, link the change process to prior changes to the organisation

structure: this will help to provide a firm foot-hold


Managing ‘Marathon Runner’ change programmes: best practice

· Break the overall change objective into small pieces, and then build a route map that links them together

· View strong leadership as a decisive success factor—and agree a coaching programme to develop it, if necessary

· Make use of periodic (but high profile) communication from the leadership to sustain attention

· Embed the achievement of the changes into line management’s personal objectives, their appraisal mechanisms, and the reward processes by which they are remunerated


Managing ‘Heavyweight’ change programmes: best practice

· Use symbolic actions as a communication device. If necessary, run a workshop with senior executives in order to select the most appropriate symbolic actions for the first year

· Build a change team includes business representatives from all key areas

Build a simple case for change, and repeat it in different media


Managing ‘Revolutionary’ change programmes: best practice

· Send teams—including senior executives—on visits to other organisations to identify best practice

· Hold regular forums with the senior board to discuss and test best practices· Build a ‘change staircase’, with changes packaged into two or three phases

over a three to five year timescale· Educate the change team, then the organisation, on new concepts—and well

in advance of any changes


Valtech’s KM Methodology: The Knowledge Convergence

Valtech 의 KM Methodology 는 KM 에 대한 전략적 접근과 시스템적 접근이 결합 (convergence) 된 방법론입니다 .

이는 KM 의 전략과 시스템의 한 부문 만을 강조하였던 타 컨설팅 사의 방법론과는 다른 , Valtech 의 고유한 경험과 축적된 지식에 의해 개발된 것입니다 .

InceptionInception ElaborationElaboration ConstructionConstruction TransitionTransition

InitialInitial Elab #1Elab #1 Elab #2Elab #2 Const#1

Const#1

Const#2

Const#2

Const#N

Const#N

Tran#1

Tran#1

Tran#2

Tran#2

Phases

Iterations

Systems Approach(Unified Process)

Content

Community

CommunicationProcess

Strategy

Strategic Approach(KM Framework)

Inception

Strategy

Implementation

Knowledge Convergence Methodology


Iterative Roll-Out

KM 의 진행에서는 ‘성공경험’이 가장 중요합니다 . 이를 위해서는 반드시 작은 pilot 으로부터 시작하는 roll-out approach 가 필수적입니다 .

1. Diagnostic 2. Envisioning3. Define

Knowledge4. KM Process 5. Planning

8. Evaluation 7. Roll-out 6. Pilot

Phase 1: Strategy

Phase 2: Implementation

0. Inception


변화관리를 통한 활성화 및 제도화를 위한 별도의 프로젝트가 추진되었습니다 .

각 부문

활성화

및

조직 / 제도

Roll-out

M2 M3M1

KM Visioning 및 활성화 과제 도출 / 사장 보고 준비본부별 사장 보고

활성화 과제 수행 , 활성화 Monitoring 및 평가

CKO 조직모델 및 역할 정의

CKO 및 조직원 선정

CKO 조직 발족 및 관련 제도 Roll-out

CoP 운영안 개발 각 CoP 별 Best Practice 개발 및 선도 CoP 대상

Homepage 구축

CoP Workshop 및 CoP

지원방안 수립

KM 보상 체제 개발

2 차 포상 실시 및 3 차 포상 공고

3 차 포상 실시

2 차 포상

CoP*

활성화

보상 및

성과평가

Communi

-ation

전사 KM 홍보 수행

본부별 KM Vision 발표

전사 KM 홍보 계획 수립

본부별 CoP Workshop

3 차 포상

Change Management 추진 사례 – A 사

change management for km success yong ik park may 28, 2002

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