The Future:Change As Advantage Not

Function

A new dimension to the function and role of change management

Jeff GandolfiOpEx., NY, 7th March ´16

Aims

Think

Have some fun

Societal changes will mean current change management will become increasingly ineffectiveChange 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

Managing a process of transition

Moving operations from Asia to Africa

Understanding where we are and where we want to be while ensuring the PMO/End User is happy

Discuss and determine 3 more simple definitions and examples for EACH of these questions

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 transitionOvercoming resistance to change

Being more responsive

Moving operations from Asia to Africa100% online, no direct face-to-faceInstant loans at the point of sale

Understanding where we are and where we want to be while ensuring the PMO/End User is happyCultural 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

In capital (time, labour, etc.)

Discuss and determine 3 common KPIs for each of these change management roles

Key Performance Indictors (KPIs)

Management

People

Resistance

Readiness

Impact of negative change

Satisfaction of change council

In capital (time, labour, etc.)

Satisfaction of end userTraining

Knowledge documents

Reduce change cycle

No. of negative changesAttitude and alignment

Acceptance rate from change council

No. of emergency changesAwareness 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

Discuss and determine 4 possible future changes and their effects

Possibility Explanation EffectMost of the world will

be connectedUS 2006: 70% online

2015: 85%Widening and deepening

marketsNew concept of market

TomorrowPossibility Explanation Effect

Most of the world will be connected

US 2006: 70% online2015: 85%

Widening and deepening markets

New concept of marketHyper-connectivity People, machines, buildings will be

naturally interconnectedData collection and

exchangeFluid real time data

analysisInternet of Things

(Kevin Ashton)Everyday items will be intelligent Fridges order milk, pay via

bacs, delivered by droneFaster world People and organizations will not

able to respond quickly enoughBreak down of current business models and

structuresInterest nations People linked by interest rather than

nationsNew markets, new

dynamics, huge opportunities

ConclusionsChange 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 fluidChange 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

ManagementFlexibility

Change Management

Structural change works to help project based change

It is directly connected to operations

It Promotes Fluidity

RecruitmentSkills/Area Application Example

Gamers• Eve Online: “Corporation leaders” • Resource and capital management• Multi-site people management with

no face- to-face contact

Gaby, MSc Statistics, “Resource Manager” in

Eve Online: Operations manager for

online learning

Discuss and list 3 NEW key skills or areas of expertise recruiters should be looking for

RecruitmentSkills/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 RolesSkills/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 KPIsNumber 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

What Could You Change Tomorrow

Consider 2 things that you could change tomorrow to implement Structural Change and how would

you measure it

Review: ConclusionsAre 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

MaterialHard

Copies

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Online

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Who I AmJeff Gandolfi https://mx.linkedin.com/in/jefferygandolfi Current RoleCountry ExperienceSector Experience

Business consultant and coach

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

Consultant

Various

Commercial

DirectorMental health

General Manager Education and training

Manager Various Automotive