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Bob Galvin and Motorola_ Inc._A_

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					MGTO 650N Managing Organizational Change




                 Bob Galvin and Motorola


                                           Group Members:
                                             Angela Lee
                                             Dragon Pak
                                             Gary Wong
                                             Peter Petrov
                                              Suki Chan
MGTO 650N Managing Organizational Change




                Our team analysis approach

         Galvin's missions but no Vision
         Evaluation of Galvin's delivery
         Internal response to the speech
         Can we do it better?
         When should we Do it? Good Time? Bad Time?
MGTO 650N Managing Organizational Change




            Galvin's missions but no VISION
        Mission
        • Simpler Organization structure with direct ties to the customers

             – Bring management to market/consumer
             – Smaller, sharp focused business units
             – Decrease layers of management
        Where does this lead to ?


                                   Nowhere
MGTO 650N Managing Organizational Change




             No Vision but more effective?

        Galvin is still struggling with the vision of future Motorola

        More effective running of business            change Motorola

        From Christensen Clayton‘s central analysis,
        more effective running business cycles without clear central strategy
        always lead to faster and disastrous downfall of large corporate
MGTO 650N Managing Organizational Change




                      Hewlett-Packard lesson
        Carly Fiorina mission failed and fired

        • Confused central strategy
           HP = Printer ? PC maker?              or

        Carly Fiorina thought

             HP= Printer + PC
        5 years later, mission failed and kicked out
             HP share drops $80            $          20
MGTO 650N Managing Organizational Change




               Evaluation of Galvin‘s Style
                                   (Initiating Change)
             Authoritarian
               - Thought he could turn the corporation up-side-
                     down
                   - Thought everyone would follow with no
                     questions
             Did not structure the change
             Did not communicate it
             Got no support
MGTO 650N Managing Organizational Change




               Evaluation of Galvin‘s Style
                               (Visionary Leadership)
        Elements of “Visionary Leadership”
        • Visions of the future
                   - Technology Roadmap
                   - Promoting investment in R&D
        • Great inspiration
              - Initiating the issue of structural reorganization
        • Initiate action
                   - Fighting ―unfair‖ trade practices
MGTO 650N Managing Organizational Change




               Evaluation of Galvin‘s Style
                       (Visionary Leadership) – cont‘
             Set achievable goals
                   - Participative Management Program
             Enlist the participation of others
                   - ―3 Bears‖
                   - Sharing COO positions
MGTO 650N Managing Organizational Change




                  Impacts After The Speech
             May have few supporters
             Most left the hall with a fear of unknown
             Feeling being treated unfairly
             Surprise and confusion more than
            eagerness
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
             Put together a critical mass of ‗Change Agent‖
            Top-down approach. Leaders ―Walk the Talk‖
             Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes.
MGTO 650N Managing Organizational Change




                              Burning Platform
        • Significant culture change begins with the
          creation of a “burning platform”, a
          compelling vision of why change is needed
        • An enterprise can not move forward unless
          the need for change is clearly established
MGTO 650N Managing Organizational Change



                        Threat Opportunity Matrix
                                              Threats                 Opportunity
                                           (if we don‟t change)          (if we change)

                                    Short Term Threats:             Short Term
                                    What are the threats if         Opportunities: What
                     Short
                                    the project does not            are the short term
This matrix          Term           happen / if we do not do        opportunities with the
helps determine
the driving                         the project?                    proposed project?
factors behind
the changes
which can then
be used in
communicating
the need.                           Long Term Threats:              Long Term
                     Long           What are the threats            Opportunities:
                     Term           if the project does not         What are the long
                                    happen / if we do not           term opportunities
                                    do the project?                 with the proposed
                                                                    project?
                                 Focusing on the Long Term ensures involvement beyond what can
                                         be gained from the Short Term sense of urgency!
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
             Put together a critical mass of ‗Change Agent‖
            Top-down approach. Leaders ―Walk the Talk‖
             Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes..
MGTO 650N Managing Organizational Change




                      A Basic Change Model
                                                                 To Be
           As Is




        • Change can cause a mixture of thoughts and emotions
             –   Excitement
             –   Yearning for the past
             –   Unfocused energy
             –   Productivity dip—remember, the ―dip‖ is going to happen,
                 however the objective is to lessen the dip, not remove all the pain
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
            Top-down approach. Leaders ―Walk the Talk‖ and put together a
            critical mass of ‗Change Agents‘
             Identifify ―Stakeholders‖ for the change
            Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes.
MGTO 650N Managing Organizational Change




              Communication is the Key to
                Overcoming Resistance
        Keep stakeholders
        aware and involved
        in your project…

         Gate Reviews
         Update Meetings
         Gallery Walks
MGTO 650N Managing Organizational Change




                A war could have been
                avoided, had Saddam
                Hussain known better about
                ‘Arms Inspection....’
MGTO 650N Managing Organizational Change
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
            Top-down approach. Leaders ―Walk the Talk‖ and put together a
            critical mass of ‗Change Agents‘
             Identifify and leverage on ―Stakeholders‖ to maximize change efforts
            Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes
MGTO 650N Managing Organizational Change




                      Leaders‘ Committment
            Highly visible
            Involve senior management
            Serve as role models - ‗Walk the Talk‘
            Be consistent with message with the
            organization‘s visions, goals and expectations
            Listen and address concerns
            Allocate resources and remove barriers
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
            Top-down approach. Leaders ―Walk the Talk‖ and put together a
            critical mass of ‗Change Agents‘
             Identifify and leverage on ―Stakeholders‖ to maximize change efforts
            Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes.
MGTO 650N Managing Organizational Change




      What is Stakeholder Management?
                                              Identify
                                           Stakeholders


                                            Understand
                                           Stakeholders


                                             Influence
                                           Stakeholders
MGTO 650N Managing Organizational Change




                       Stakeholder Management
             Leadership Team:                      Middle Management:                     Frontline Employees:
             First link in the action leadership   Second link in the action leadership    Third link in the action leadership
                           chain                                  chain                                  chain




      Successful Change Needs an Unbroken Leadership Chain, Top to Bottom
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
            Top-down approach. Leaders ―Walk the Talk‖ and put together a
            critical mass of ‗Change Agents‘
             Identifify and leverage on ―Stakeholders‖ to maximize change efforts
            Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes.
MGTO 650N Managing Organizational Change




                 Major Types of Resistance
         • Technical Resistance: believe changes reveal inadequacy
           or stupidity on business and process knowledge
         • Political Resistance: see change (or any restructuring as a
           re-shuffle (and possibly loss of power and control )
         • Structural Resistance: Organization structure is not
           conducive to change (e.g. rigidly structured hierarchy that
           does not encourage collaboration and/or communication)
         • Cultural Resistance: Deeply entrenched beliefs,
           assumptions, patterns of behaviours. It is human nature to
           attach to the „Status Quo‟.
MGTO 650N Managing Organizational Change




                 What should be done next?
             Create a ―Burning Platform
             Clearly state the vision (a road map)
             Well-communicate the burning platform and the vision (Campaign,
            workshop..etc.)
            Top-down approach. Leaders ―Walk the Talk‖ and put together a
            critical mass of ‗Change Agents‘
             Identifify and leverage on ―Stakeholders‖ to maximize change efforts
            Identification and managment of resistance (structural, political,
            cultural and technical)
            Sustain gains on successful changes
MGTO 650N Managing Organizational Change




                               Sustaining Gains
             Communication
             Spread success stories
             Replication of best practices
             Rewards (monetary and/or psychological) system
             Continuous improvement
             Control plan
MGTO 650N Managing Organizational Change




           Initiating change in a good time
                                           (Advantages)

            Enough financing
            Financial strong for correction
            Basis for a future growth
            Philosophy of life
               – ―change and grow or stagnate‖
MGTO 650N Managing Organizational Change




           Initiating change in a good time
                                           (Difficulties)


             Resistance of employees
             Misunderstanding of Board of Directors
            and shareholders
MGTO 650N Managing Organizational Change




          Q                 uestions?
                                           - Thank you!

				
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posted:12/3/2011
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