the future of change management in a dynamic … · 2018. 4. 3. · change management (cm) practice...

2014 © ACMP All Rights Reserved | #acmp2014

THE FUTURE OF CHANGE MANAGEMENT IN A DYNAMIC GLOBAL ECONOMY

SUPRIYA DESAI, CEO ASC* ADVISORY

2 2014 © ACMP All Rights Reserved | #acmp2014

SESSION OBJECTIVES:

By attending this session, you will:

1.  Understand why today’s change management (CM) practice must evolve now

2.  Understand the idea of CM as a strategic organizational capability vs. specialized function only

3.  Understand the key steps organizations need to take to evolve their CM practices

4.  Possess a list of immediate actions for evolving themselves and their organization’s practice of CM


HOW HAS THE BUSINESS WORLD EVOLVED?

1982 2012 USA figures only

HOW HAS CHANGE MANAGEMENT EVOLVED?

Enterprise Transforma4on

Comprehensive & Integrated Episodic Change Strategy

Leadership

Business Solu4ons

Training

Select Big

Projects

Used for…

Applied as…

Understood by…

Comms. Org Psych

Training

Comms. Stake-‐holders

Consultants (deeply), some

CxO-‐level leaders/PMs/HR (conceptually)

Consultants (broadly) & Jack

Welch

A few specialists, HR or self-‐proclaimed experts

Almost no one

outside of academia

1982 2012

Specific ideas or one-‐off projects



TODAY’S FIGHT: PREPARE FOR CHANGE

Trend: Need: Speed Agility

Trend: Need: Uncertainty Integrity Meaning

Trend: Need: Instability Con7idence

Trend: Need: Complexity Clarity


CALL TO ACTION

•  1980s > Continuous Improvement in Productivity & Quality

•  1990s > Customer Focus

•  2000s > Survival

•  2010s > Change Agility


Need to find credit to paste here………………………………………………………………………………………………..

What is Change Agility?

The ability of an organization to:

““FFllooaatt lliikkee aa bbuutttteerrffllyy,, ssttiinngg lliikkee aa bbeeee..””


How we develop organizational

change capability

How change is viewed and leveraged

WHAT WOULD LOOK DIFFERENT?

How we perceive, practice &

facilitate change


WHAT WOULD LOOK DIFFERENT? STOP

(All %ine and well in past, but circumstances are different…)

START (Given the new realities, be

better equipped…)

CONTINUE (Worked well in past, can still work well in

future, may need modi%ication…)

HOW WE PERCEIVE, PRACTICE & FACILITATE CHANGE

Being “all projects, all the time”

Sharpening your political

chops

Building multi-‐disciplinary

skills

HOW CHANGE IS VIEWED AND LEVERAGED

Relegating change

management to “soft skills”

Accepting that organizations don’t change,

people do.

Integrating change more centrally with the business

HOW WE DEVELOP ORG’L CHANGE CAPABILITY

“Giving people lish”

Dusting off your

competency model skills

Collaborating and borrowing to evolve CM


IDEAS FOR IMMEDIATE ACTION

•  If you want to focus on your own practice: – Develop your own

professional development map to become a strategic adviser in addition to a great change work stream lead on projects.

“What would it look like if…?”



•  If you want to focus on developing others’ change leadership capabilities: –  Starting point: informally

evaluate key executives and senior leaders for change competencies to further develop. Collaborate for buy-‐in and further clarilication of path forward. INTEGRATE!



•  If you want to take your CM function or team to the next level: – Treat the endeavor like a

political initiative!


SESSION OBJECTIVES – PULSE CHECK: By attending this session, you will:

1.  Understand why today’s change management (CM) practice must evolve now

2.  Understand the idea of CM as a strategic organizational capability vs. specialized function only

3.  Understand the key steps organizations need to take to evolve their CM practices

4.  Possess a list of immediate actions for evolving themselves and their organization’s practice of CM


QUESTIONS? CONCERNS?

EXISTENTIAL ANGST?


THANK YOU!

[email protected] +1 (201) 650-‐3873 WWW.ASCADVISORY.CO

the future of change management in a dynamic … · 2018. 4. 3. · change management (cm) practice...

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