Steps Involved in the Strategic Management Process by cey15174

VIEWS: 71 PAGES: 16

More Info
									       ASTD 2007 International Conference & Exposition
                      Atlanta, Georgia

                                Session SU411

    From Crisis to Control: The Strategic
       Change Management Process


Session Objectives:
• Apply the seven stages of the Strategic Change
  Management Process
• Implement the strategy for organization-wide change
• Recognize and overcome the challenges of an
  organization-wide change strategy



Michael Stanleigh, President;
Business Improvement Architects
International Phone:                        01 (416) 444-8225 x301
North America Toll Free Phone:              1-866-FIND-BIA
E-mail:                                     mstanleigh@bia.ca
Web:                                        www.bia.ca
                                            www.michaelstanleigh.com




From Crisis to Control: The Strategic Change Management Process   www.bia.ca   1
                            From Crisis To Control
Despite all the rhetoric, books, effort, and money thrown into change efforts, most
organizational change efforts fail. Arthur D. Little and McKinsey & Co., have studied
hundreds of organizations that entered into change initiatives and have found that about
two-thirds fail to produce the results expected.

Peter Senge said “This failure to sustain significant change recurs again and again
despite substantial resources committed to the change effort (many are bankrolled by
top management), talented and committed people driving the change, and high stakes.
Executives feeling an urgent need for change are right; however, organizations that fail
to sustain significant change end up facing crises. By then, their options are greatly
reduced and even after heroic efforts they often decline.”

John Kotter said, “The most general lesson to be learned from the more successful
cases is that the change process goes through a series of phases that, in total, usually
require a considerable length of time. Skipping steps creates only the illusion of speed
and never produces satisfactory results” and “making critical mistakes in any of the
phases can have a devastating impact, slowing momentum and negating hard-won
gains”.

In recent surveys, CEOs report that up to 75% of their organizational change efforts do
not yield the promised results. These change efforts fail to produce what had been
hoped for, yet always produce a stream of unintended and unhelpful consequences.
Leaders develop clear strategies around re-design, restructuring, new efficiencies, etc.
They hope to get everyone to share their vision and create change programs around
these strategies. They end up fighting fires and crises. People don’t want to change.
They don’t believe in the change. They are demoralized.

Leaders buy and sell companies. There are mergers and acquisitions. They expand
globally. In the traditional Change Model, employees move through the phases of
denial, resistance, exploration and commitment. Management, when they have
decided to buy another company, expand globally, etc. has very quickly moved from the
denial phase to the commitment phase. They often fail to recognize the need for staff to
go through all of the phases. Each individual will go through these phases at different
paces. It is never uniform. Consequently, management end up facing staff who are
burned out, overworked and demoralized. They don’t work well together. They long for
“the past”. They don’t like the merger. They hate the new company. A crisis emerges.
Leaders look for blame. There is no control…only a crisis. They have moved into
acceptance and left their employees behind. One healthcare executive said, “We’re
under so much stress that all we do is look around the organization to find somebody
we can shoot”. (this executive is a nun)

There are so many things that we, as management do, that create a crisis in the
management of change. We don’t always do these intentionally, however the result is
generally the opposite of what we’d hoped for.


From Crisis to Control: The Strategic Change Management Process   www.bia.ca               2
Things we do that create a crisis in the management of change;
•   Not engaging all employees
•   Managing change only at the executive level
•   Telling people they have to change, we’re in a crisis
•   Sending staff on a change program and expecting change to occur
•   Not honouring the past
•   Not giving time for staff to vent first and then change

We’ve spoken about some of the reasons for change.
Some of the drivers of change;
• Mergers & acquisitions
• Innovation
• Technology
• Restructuring/reorganizing
• Declining sales and/or market share
• Globalization, expansion and growth
• Sense of urgency
• When 75% of the leadership is honestly convinced that business as usual is no
  longer an acceptable plan.

We must understand and accept the fact that no two change processes look the same.
It is an impossibility – no technique ever materializes in the same way twice. Each
change is different. Each organization is different. Each department is different. We
are not the same today as we were even 5 years ago. The circumstances right now are
different. The customers are different. The structures are different. The drivers of
change are different. If change were this easy, we wouldn’t be struggling with the issue
of strategic change management. It would be apparent. We will have seen it work and
know we could duplicate it.

So how do we move from crisis to control?
First, recognize that change is a process and to move from crisis to control, we must
follow the process. We must engage everyone in the change. It is not complex but it
is a journey.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca            3
                    Strategic Change Management
Strategic Change Management presents great opportunities but the challenge is
determining where to begin the journey. Where should we start this process of change,
what steps should we take, how should staff at all levels be involved and how will we
know when we have reached the end of the journey. These are the questions that
usually prevent real action from being taken.

Here are the facts of life about change
Companies that make the change from good to great have no name for their
transformation – and absolutely no program. They neither rant not rave about a crisis –
and they don’t manufacture one where none exists. They don’t “motivate” people – their
people are self-motivated. There’s no evidence of a connection between money and
change mastery. And fear doesn’t drive change – but it does perpetuate mediocrity.
Nor can acquisitions provide a stimulus for greatness. Two mediocrities never make
one great company. Technology is certainly important - but it comes into play only after
change has already begun. And as for the final myth, dramatic results do not come
from dramatic process – not if you want them to last, anyway. A serious revolution, one
that feels like a revolution to those going through it, is highly unlikely to bring about a
sustainable leap from being good to great.
                                                - Jim Collins from his book “Good to Great”

Kill the Hero, save the change
Henry Mintzberg, a professor of management studies at McGill University in Montreal,
Canada, finds most organizations tend to overmanage; they don’t understand “the
brilliance of knowing when to lay off.” The notion that “change comes from the top,”
Mintzberg declares, is a fallacy “driven by ego”, the “cult of heroic management,” and
the peculiarly American overemphasis on taking action. If organizations in fact
depended on dramatic, top-down change, few would survive. Instead most
organizations succeed because of the small change efforts that begin at the middle or
bottom of the organization and are only belatedly recognized as successful by senior
management.
                                                                         - Henry Mintzberg

“A lot of us will have new opportunities as a result of change and this must not be
overlooked. It may not appear that way at the beginning but we all have a choice on
how we want to react to a situation whether it is positive or negative.”
                                   - Michael Stanleigh, Business Improvement Architects

Two tenets of change
   1.      Understand the outcomes people expect and you will understand their
           behaviour.
   2.      Change the outcomes people expect and you will change their behaviour.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca             4
Leading Change; Why Transformation Efforts Fail
When companies strive to restructure or gain greater efficiency, experts warn that
moving too quickly or failing to carefully implement changes can be detrimental to the
process and ultimate result. First, executives or other players in the firm need to assess
potential risks and stir up a sense of urgency among workers and stakeholders in order
to generate the motivation to spur change within the firm. However, this sense of
urgency has to be strong enough and perpetuated by outside analysts, consumers, and
other voices in order to propel change forward. Once change is identified as the best
solution to market share, profit losses, or other catalysts, leaders throughout the
organization have to band together to guide the transformation process, and these
leaders can include board members, consumers, union leaders, executives, chairmen,
and others. The group then coalesces to create a shared vision for corporate change,
and this vision should go beyond the normal five-year forward looking plan generated at
most firms annually and be easily communicated and clear. A clear vision should also
include transformation steps that are coordinated and propel the organization toward
the overall goal, and these visions should be communicated in not only words and
speeches, but also actions of managers, supervisors, and executives. The
transformation of a company should also include short-term goals that can be tracked to
show executives and workers that progress is being made toward the ultimate vision
and that the long journey will be worth it, even in spite of short-term job cuts for
instance. Experts warn, however, that transformations can take between five and 10
years to complete, and should not be declared as complete until the company culture
has transformed to meet the vision. Leaders will know to tackle other processes and
structures reflecting the old culture of the firm and to engrain the new behaviors and
procedures into workers in order to make the change complete.
                          - John P. Kotter, Harvard Business Review (01/07) Vol. 85, P. 96




From Crisis to Control: The Strategic Change Management Process   www.bia.ca            5
       The Strategic Change Management Process
Stage 1: Change – Awareness and Energy
Form a Strategic Change Management steering committee
They will oversee the entire journey. A team of up to 8 works best, comprised of a mix
of management and staff. A member of the senior executive team or preferably, the
President, will be the sponsor of this change initiative. They must clarify each of their
roles and responsibilities and agree on a defined purpose. For example;
• To act as an advisory body that plans for the successful introduction of the Strategic
    Change Management journey.
• To help ensure the entire process is open…no secrets.
• To focus on the opportunities…how it’ll improve the working environment.
• To reinforce the organization’s commitment to employee involvement and customer
    focus.
• To oversee the implementation all approved recommendations.
• To plan and manage the change requirements.
• To identify and manage the relevant training requirements.
• To assess the organization’s needs, provide recommendations regarding these
    needs and to oversee implement the recommendations.
• To develop recommendations regarding the entire initiative which reflects the needs
    of the entire organization.
• To manage the on-going communication between the steering committee, all staff
    and the President.

It is also important to recognize that the steering committee is not a decision-making
body…rather, they are a group that will oversee the entire process to ensure it is on
track. As well, they will make recommendations, develop implementation strategies and
implement all approved strategies.

One of their first employee engagement tasks will be to bring staff together, providing
them with an opportunity to “vent”. To talk about the past in a safe environment.
Bring groups of staff together. They’ll work in teams responding to structured questions
focusing on how they have felt about the past and how they are feeling about the
present. A skilled facilitator is required to help move this discussion from the negative
to the positive.

The facilitator will ask them:
“Think of a time in your experience, within your organization, when a change was
handled poorly, a time when a fairly major change in direction, methods, policies etc.
was attempted but back-fired or was implemented poorly or slowly and encountered real
resistance.”




From Crisis to Control: The Strategic Change Management Process   www.bia.ca            6
Each participant will be asked to think about this question individually and record:
      • The nature of the change
      • How the change was initiated
      • How it affected productivity and morale
      • How it affected them and others
      • What they hated about the change.
      • What they liked about the change.

They will then discuss these in their teams and record on flip chart a list of:
“What is necessary to make change happen successfully”?
This process helps move them into a sense of control and engagement. There will still
be some skepticism. “We’ve done this before”. “They never listen to us.” “What’s the
point”, etc. They’re of course right. This places a huge burden on the organization to
honour this past and to recognize the need to engage employees throughout the
change process using their ideas on how to make it happen successfully. Starting the
Strategic Change Management process with this first stage helps prevent a crisis
situation and brings control to the change process from the very beginning.

Where are We Now?
It is also helpful if this same group is then asked to discuss and review “where are we
now?” This gives them an opportunity to discuss:
• What they see as the issues, concerns, challenges, and/or opportunities facing the
     organization/department today?
• How do these affect them and their work?
• How they think these affect staff?
• How they think these affect the customers?
• How they feel about this?

The outcome will be recognition on how the change is being perceived by all levels of
staff and the perception of the impact on the customer as well. This, in combination
with the “what is necessary to make change happen successfully” will begin the
strategic change management process journey.



Stage 2: Identify Organizational Culture and Change
Readiness
Organizational Culture
Organizational Culture is the commonly held attitudes, values, beliefs and behaviours of
its employees. The culture of an organization is as unique and diverse as an
individual’s personality. If the employees of an organization believe that change is
something to be feared and avoided, then change implementation is often reactive and
haphazard. If the employees believe that all change should be aggressively
implemented “from above”, then change is seldom supported. However, if the


From Crisis to Control: The Strategic Change Management Process   www.bia.ca              7
employees of an organization believe that change is worthwhile and everyone’s
responsibility; then change and growth occur with relative ease. These are the few
“excellent” organizations that continue to excel in their industry.

Conduct an organizational culture review to assess change readiness
and to:
•   Assess the current organizational culture
•   Obtain information regarding how the culture supports quality, effectiveness and the
    customer
•   Gauge the readiness for change…to traverse the journey
•   Identify and address organizational forces likely to drive or impede cultural change.
•   Create a vision for the organization’s “ideal” culture
•   Define the specific changes that need to take place
•   Incorporate this knowledge into the strategic change vision

What is Culture?
“Culture is like pornography; it is hard to define, but you know it when you see it.”
                                                          Ellen Wallach

The Ideal Culture
Strategic directives are implemented to support the organization’s key objectives and
customer needs and receive the necessary attention and support of senior management
and the organization’s employees to allow them to succeed.

An Unproductive Organizational Culture
•   A corporate culture where people are given special strategic assignments without
    the tools, training or resources to execute them is extremely unproductive and
    damaging to the organization as a whole.
•   Organizations that maintain this type of culture lose millions of dollars on special
    projects.
•   The losses are not always financial. These organizations may also experience
    difficulty in retaining customers, both internal and external.

Assessing Change Readiness
An organizational culture review questionnaire is used to capture how all levels of
employees, affected by the strategic change, view the culture of the organization. Do
they see the organization as being receptive to new ideas or do they see the
organization as being complacent? Do they perceive the organization manages the
voice of the customer or do they perceive the organization ignores customer
requirements? Is work recognition ingrained in the culture or is recognition haphazard
and ad hoc? The answers to these and other questions included in the survey will help
management to shape the strategic change management process to reflect the current
culture so that the culture they would like in place, can be successfully developed.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca                8
A productive organizational culture will be described by staff as one where all work is
strategically implemented to support the organization’s key objectives and receive the
necessary attention and support of senior management and the organization’s systems
to allow them to succeed. As well, the organization’s culture will clearly support change
and it is unlikely that there will be much resistance to change.

Change Readiness
The results of the culture survey will help to identify the readiness for change within the
organization. If all employees within a department complete the questionnaire, it will
identify the change readiness within the group. Identifying resistance to change will
help in the next stage of the Strategic Change Management process, Stage 3; Creating
the Change Vision. There are a number of factors that will help to overcome resistance,
should the culture survey results indicate there will be some;
• Help people see the relationship between what they do and the outcome they can
   expect.
• Watch for evidence of dissatisfaction with the status quo and be prepared to deal
   with it.
• Identify the resisters and work with them to uncover the root causes of this
   dissatisfaction and what they think is required to manage and overcome these
   causes.
• Recognize the critical importance of cascading the strategic plan down through the
   organization, to all departments and employees so that everyone understands how
   the work they do impacts others and the organization.
• Clarify how the work of each employee affects their internal and external customers.
• Revise the performance management system so that all matrixed work assignments
   are recognized.
• Recognize the importance of more and consistent communication throughout the
   organization so that the grapevine does not take hold.



Stage 3: Create the Strategic Change Vision
This is the creative part of the Strategic Change Management Process. This part of the
journey brings together the Strategic Change Management steering committee to create
their vision of what the future will look like, once the entire change process has been
successfully implemented and the new culture is apparent. They can start this process
by asking a number of strategic questions regarding change.

Strategic Questions Regarding Change
1. What do we know about our customer’s needs, wants and preferences that are
   relevant to our strategic change development?
2. What do we know about our customer’s issues, concerns and challenges? What
   opportunities do these present?
3. What do we know about the current realities and evolving dynamics of our
   department and/or organization that is relevant to the development of change
   strategies?


From Crisis to Control: The Strategic Change Management Process   www.bia.ca              9
4. What do we know about the capacity and strategic position of our department and/or
   organization that is relevant to our development of change strategies?
5. What do we wish we knew but we don’t?
6. What is the direction we want for the department and/or organization?
7. What will we ideally like the department and/or organization to look like in 5 years?
8. How do we maintain what we do well and how can we make it better?

Creating The Strategic Change Vision
The steering committee is now ready to begin the development of their vision. I like to
get them out of the present and into the future. I usually start the process off by telling
them “It is now 5 years into the future. A major business magazine is writing an article
about the work their organization has done to manage their significant change process.
They need assistance in developing the article and have come to work with you to
develop it.”

They are instructed not to be concerned about any constraints of time, money,
resources, etc. They must think about what the future looks like, its structure, its
culture, how work is performed and where, etc. As well, they must think about how they
got from the present to this future state. What actions were taken, what strategies were
put in place, etc. What was the journey they took.

I break them down into two teams. It is always interesting to see the differences and
similarities in the articles. The buzz that occurs through this process is remarkable.

Creating the Vision
When the teams are finished they read their articles to the other team. When they have
shared their visions, they combine the best of both articles and develop a statement of
their overall vision of the future. As well, they review the key opportunities identified in
the vision article and pull out some of the key elements. (This will help in the
identification of key change strategies)

They finish this stage of the Strategic Change Management process by listing the key
differences between their current state and their future state as identified in their vision.


Stage 4: Develop the Change Strategies
The Change Strategies will close the gap between the present and the “ideal future” as
defined in the vision. Essentially, the change strategies translate the vision of what the
organization is trying to become in the employee’s and customer’s eyes into reality. It
is the framework, derived from an understanding of the employee’s and customer’s
needs, that describes the products and services the organization is offering, to satisfy
employee and customer needs and expectations.

Change Strategies must be described, understood and accepted by employees.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca                10
Developing the Change Strategies
The Steering Committee will review the differences between the current state and their
future state as identified in their vision. They will identify how to close the gap between
the present and the future? One technique to get this quickly started is by having each
committee member brainstorm on post-it notes, responses to a number of key questions
such as;
• “What do we have to do in order to realize our vision?”
• “What actions will we have to take, areas to investigate, training required, analysis to
    complete, etc.?”

They should also review the responses to the questions regarding employee
experiences in the past and their view of the present challenges as captured in Stage 1,
Awareness and Energy. This ensures that there will be actions identified to successfully
manage these.

All the post-it notes are then organized into groups of similar, related actions and ideas.
A Change Strategy is developed for each group. These are listed as “We have to…..”
i.e.; create, implement, design, structure, identify, etc. Broad-based measurements
are added to each change strategy. These are listed as “In order to….” or so that or
which will result in or which will ensure…etc. These change strategies will identify the
“what” and “why”. The complete change strategy can be written as follows:
• We have to … in order to or so that or which will result in or which will ensure.

There may be several measurable outcomes for each strategy. For example;
“We need to increase the existing customer support structure in order to;
   • Maintain our current level of support
   • Expand our lines of communication between all departments
   • Share knowledge and lessons learned
   • Expand our service provision.”



Stage 5: Analyze the Risks
Risk must be a part of developing change strategies. An analysis of what might prevent
the organization from reaching these change strategies will help ensure all roadblocks
are surfaced and removed. This analysis will include an identification of the risks
together with contingencies to overcome them.
♦ Risk can be either the most paralyzing or the most empowering force at your
   disposal.
♦ The situation having the greatest opportunity and high potential is probably also the
   one with a medium-to-high risk.
   ♦ These are the ones that are highly unlikely to survive the leap from Change
       Strategy Development to Operational Effectiveness, simply because risk
       becomes a paralyzer.
♦ Low risk strategies, which usually have low potential, are much more likely to be
   implemented.



From Crisis to Control: The Strategic Change Management Process   www.bia.ca             11
The issue then, is to become more comfortable with risk.

This can be achieved as follows:
♦ Insist on creative problem-solving that focuses on reducing risk without reducing
  opportunity.
♦ Put contingencies in place to ensure an "out" in case the worst possible scenario
  comes true.
♦ Withhold spending in other areas to allow some needed security.

Using a Force-Field Analysis for Risk Assessment
Force field analysis is a simple but powerful technique for building an understanding of
the forces that will drive and resist a proposed change. It consists of a two-column
form, with driving forces listed in the left column and restraining forces in the right
column.

A force field diagram portrays these driving forces and restraining forces that affect a
central question or problem. A force field diagram can be used to compare any kind of
opposites, actions and consequences, different points of view and so on. Force field
analysis is a method used to get a whole view of all the forces for or against a change
strategy so that a decision can be made which takes into account all interests. In effect,
this is a method of weighing pros and cons. Where a change strategy has been
decided on, force field analysis allows you to look at all the forces for or against the
strategy. It helps you to plan or reduce the impact of the opposing forces and
strengthen and reinforce the supporting forces.

Carrying Out a Force Field Analysis
1. Record the change strategy in the centre of a page.
2. List all driving forces (for change) on the left hand side of the page and all restraining
   forces (against the change) on the right hand side of the page.
3. Then assign a score to each force from 1 (weak) to 5 (strong)
4. Draw arrows from each force to the centre of the page (where the change strategy is
   listed). Longer and bolder arrows indicate a higher number and shorter, narrower
   arrows indicate a lower number.
5. Discuss how to increase the driving forces and reduce the restraining forces. This
   will become part of Stage 6, the Change Plan.

Develop Cost-Benefit analysis
Develop a cost-benefit analysis for each Change Strategy. This is done by:
• Analyzing each Change Strategy in relation to the investment required as measured
  in cost, materials, resources, and so on.
• Identifying the expected benefits of each of these Change Strategies.

Prioritize the Implementation of the Change Strategies
There are often more change strategies to implement than there is time and/or
resources. It is important to determine which ones should be implemented in the


From Crisis to Control: The Strategic Change Management Process   www.bia.ca              12
immediate future and which ones will be longer term. Part of this process is to compare
the force-field analysis and the cost-benefit analysis. By prioritizing the change
strategies based on benefit to the organization, its employees and its customers and
other criteria determined by the steering committee, a decision can be made for both
the short and longer-term implementation of these strategies. Use a criteria evaluation
process to assist with this process.

Identify which Change Strategies to include as short-term and long-
term
The result of the criteria evaluation will be the identification of short-term Change
Strategies – 6 months to 1-year implementation and long-term Change Strategies – 1 to
2 years implementation.


Stage 6: Create the Change Plan
The Change Plan includes identifying the Objectives required to meet each of the
Change Strategies and the detailed Action Plan required to meet each identified
Objective. Performance measures are added to ensure that it is clear when each
change strategy and related objective has been met.

Each Change Strategy will include a series of Objectives. Each objective identifies
“what” has to be done in order to meet the requirements of the change strategy.
Objectives can be both short-term and longer-term. Objectives answer the question
“what has to be done” to ensure the Change Strategy is realized.

Each objective is then followed with a detailed Action Plan. Unless the objectives
identified for each Change Strategy are translated into Action Plans, it is unlikely they
will ever be reached. Action plans answer the question “how” to ensure each objective
is successfully completed. They will include; What will be done, who will do it, when
will they do it, what resources are required and what costs are required.

Strategies often fail at this stage owing to a lack of detail and too much assumption that
people will know what the steps involved are...no Action Plan ever failed because it had
too much detail.


Stage 7: Establish Values and Principles
To successfully implement strategic change it is important for all levels of staff to fully
incorporate the change in everything they do. This will require that staff understand the
changes necessary and commit to implementing them. To this end, it is important to
identify the behaviours necessary for change to occur and a process for measuring all
staff against the behaviours they will need to demonstrate to implement strategic
change. One successful approach to the implementation of change is through the
establishment of Values and Principles.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca             13
Values and Principles Overview
Values and Principles help to identify the culture that an organization establishes for
how its employees will operate within its new environment. They identify the behaviours
and actions that are required to successfully fit into its culture. All too often they are
placed on a wall as something to read in the organization’s lobby or in management
offices. They need to get off the walls and be brought to life.

Values and Principles help to identify what the people working for the organization
“stand for”. They are the foundation and key to its success. All levels of employees
have a responsibility to understand these values and principles and to demonstrate
them in their day-to-day actions and interactions.

Values
Values are fundamental beliefs. The strengths of the organization will be built on these
core values. They become the essence of the organization, understood and respected
by all employees.

Principles
Principles are guides to behaviour. They guide how employees live their values and
influence the results they achieve. In everything they do, the principles are applied with
balance.

The Process of Developing Values and Principles
Process to successfully develop and implement values and principles:
1. Create a cross-functional team.
2. Brainstorm words that can be used to identify the actions and behaviours that
   employees will demonstrate that indicate a focus on quality, customers, other
   employees, management etc.
3. Organize these into the categories of Values (fundamental beliefs that become the
   essence of the organization and cherished by all employees) and Principles (guides
   to behaviours that demonstrate how employees demonstrate the values and
   therefore influences the results the organization achieves).
4. Identify 4 to 6 Values and 4 to 6 Principles that everyone agrees are the most
   important.
5. Review with all employees to gain their feedback.
6. Develop behavioural descriptions (what behaviours and/or actions will an individual
   display that demonstrates their full realization of a Value or Principle) and attach to
   each Value or Principle.
7. Review with all employees to gain their feedback, understanding and commitment.
8. Develop a 360-Degree Feedback instrument that will be used by all employees to
   demonstrate their actual behaviours benchmarked against the expected behaviours.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca            14
    STRATEGIC CHANGE MANAGEMENT
              PROCESS
                                         Change Event


                                        Awareness and
                                           Energy


                                 Identify Organizational Culture
                                    and Change Readiness


           No                              Resistance                              Yes



                                                                           Identify Resistance



                                  Create the Strategic Change                   Work with
                                             Vision                             Resistance




                                       Develop the Change
                                           Strategies


                                           Analyze the
                                             Risks



                                           Create the
                                          Change Plan



                                     Establish Values and
                                          Principles



From Crisis to Control: The Strategic Change Management Process    www.bia.ca                15
Michael Stanleigh, President, Business Improvement Architects
Michael Stanleigh is President of Business Improvement Architects, a consulting
organization that guides organizations to align their business strategy with their culture,
performance systems and projects to reduce waste and increase profitability. Author of
the recent global report: “From Crisis to Control: A New Era in Strategic Project
Management”, Michael is a well-known management consultant, professional speaker
and award winning facilitator. He specializes in the areas of Leadership & Strategic
Development, Quality Management and Project Management. His experiences are most
often at the senior management level and include extensive work internationally
including Canada, the United States, Mexico, Europe, Hong Kong, China, Malaysia,
Thailand, India, Australia and New Zealand. He has spoken at many conferences and
has written articles that have been published in many countries on the subjects of
Innovation, Total Quality, Employee Motivation, Management and Project Management.
Michael has been a frequent presenter at the International conferences of the American
Society for Quality, American Society for Training & Development, Project Management
Institute and Society for Human Resource Management.
Michael's approach is always pragmatic, yet innovative, and designed to the specific
needs of the organization. Consequently, he has brought about significant improvement
for his customers through process management that has created improved working
environments and effective methods of change management. He has worked with a
cross section of public and private organizations, including unionized environments. He
has helped organizations to develop their strategic plans, improve their processes and
increase the effectiveness of their projects. He is currently on the faculty of Memorial
University, Centre for Management Development; the American Society for Quality and
SheridanCorporate.




From Crisis to Control: The Strategic Change Management Process   www.bia.ca            16

								
To top