orbitz change ppt
DESCRIPTION
How do we change? This is presentation on new approaches to change management in an agile enviroment where change is rapid. This also addresses change when "devops" organizational designs are emerging.TRANSCRIPT
Orbitz Idea DayChange, Agility and
Appreciation
Dan WisemanWiseman Consulting and Training, Inc.
Change is disturbing when it is done to us, exhilarating when it is done by us ---
Rosabeth Moss Kanter
Dan’s Background
• 37 years as Org. Effectiveness Professional. 10 years at own firm. 7 Years at UAL doing global OD. 4 Years at American Productivity/Quality Center.
• Clients have included Many Fortune 500 companies, 5 state libraries, 6 university libraries, 50 libraries in 7 states, and 10 library systems.
• BS Purdue, MS and Ph. D (ABD) Indiana University• Adjunct instructor at Dominican GSLIS (Leadership
Development) and Illinois Institute of Art (Psychology)• Primary focus change, leadership, coaching,
performance improvement, learning & conflict• My approach have fun, provoke and energize, get things
going, show what’s possible
Your Experience at Orbitz•What’s working at Orbitz-What holds things together?•Who has been on a great change project?•Who has been punished for doing the right thing?•Who are early adopters or initiated a change project?•Who has been part of “gorilla” or organic change effort?•Who has done malicious compliance-you want me to do what? •How is change different in a knowledge and innovation based organization than a manufacturing organization?
How Motivated to Change Are We?
Our Competencies
Look a Little Fishy?
Mission, Vision,
Values, & Direction Are Clear
AppropriateSkills:LeadershipFunctionalProcess
Incentives:EffectiveReinforcersConsequences
AdequateResources-Time, Talent, Technology, Tools
Action Plans StakeholdersKnow What to
Do (Communication)
How to Tell If Missing
Skills Incentives Resources Action Plans Confusion and
Conflicts
Direction Incentives Resources Action Plans Fear and Anxiety
Direction Skills Resources Action Plans Back Sliding
Direction Skills Incentives Action Plans Frustration and
Anger
Direction Skills Incentives Resources False Starts
Change-What It Takes
Why Do People Resist Change?•It's easier to keep things the same•We don't want to lose control•We fear the unknown•We have had some "bad" surprises in the past•We don't want to look bad or incompetent•There are no rewards for changing•What we are doing now works
Approaches to Change
• Leader Driven (Obey or else)• Expert Driven (Who are these people?)• Team Driven (Sign up now and avoid the
rush)• Change Management (Let the campaign
begin)• Real Time Systemic Change (Sustainable,
Agile, and Engaging-uses elements of all above)
The Agile Organization• Clear and dynamic picture of customer expectations• High levels of trust • Decision making shifted to lowest levels of competancy• Robust Feedback Process• Constant improvement and innovation• Fail Fast (experiments, pilots projects, testing)• Live with ambiguity• Open sharing of information• Collaboration and cross-functionality valued• Amnesty for the past (let go)• Good at exchanges and handoffs• Clear priorities and overall direction• Design specifications clear• Knowledge based hierarchy• Resources flow to high value projects and priorities• Regular sunsetting of processes and projects
Empowerment Prerequisites
1. Information on organizational direction/priorities, performance levels in relation to goals, and customer expectations
2.Resources such as time, talent, tools, and training required to perform the tasks of the work group.
3.Authority level clarity on who makes decisions and escalation paths when things are conflicted
4.Accountability for goals and results with clear linkages to rewards and consequences
Levels of Change
Brand /Professional Paradigms
Mission, Vision, Values
Strategy, Key Priorities, Plans
Systems (HR, IT, Product Development, Facilities)
Operational Processes and Product Delivery
Behavior
Alig
nm
ent
Appreciative Inquiry (David Cooperrider)
• What we focus on becomes our reality• Reality is created in the moment and there are
multiple realities• In every situation something is working• We are more confident moving into the future
when we know we have succeeded in the past• Our words and conversations create realities