Change Management and Organizational Growth

Change Management and Organizational Growth

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  Change Management and Organizational Growth The Critical Issues www.learning4living.biz
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  Change Management and Organizational Growth Two Sides of the same coin www.learning4living.biz
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  Overview  Background  Why change?  Levels of change  Definition of Change management  Greiner’s Model of Organizational Growth  Porter’s Five Forces of Competition  The Critical issues  Conclusion www.learning4living.biz
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  Background  Companies arelike living organisms – they have a natural tendency to want to grow.  The process leading to change management usually begins when a person or a select few begins to feel that there is the need for the company to transit to a better place. www.learning4living.biz
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  Why Change?  Becausewe sense the need to grow –virgin Nigeria  Because we have found something better than where we are now - Abuja  We don’t even have a choice, we would either change or die - Nokia www.learning4living.biz
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  Levels of Change Change can be either incremental or fundamental depending on what type of change you are executing at any one time – seven levels are easily identifiable  LEVEL 1: EFFECTIVENESS - DOING THE RIGHT THINGS  LEVEL 2: EFFICIENCY - DOING THINGS RIGHT  LEVEL 3: IMPROVING - DOING THINGS BETTER  LEVEL 4: CUTTING - DOING AWAY WITH THINGS  LEVEL 5: COPYING - DOING THINGS OTHER PEOPLE ARE DOING  LEVEL 6: DIFFERENT - DOING THINGS NO ONE ELSE IS DOING  LEVEL 7: IMPOSSIBLE - DOING THINGS THAT CAN'T BE DONE www.learning4living.biz
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  Definition of ChangeManagement  Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment http://en.wikipedia.org/wiki/Change_management  The orchestration of change in a way that identifies and addresses the human risks involved in implementing change, strengthening the individual and organizational ability to handle change well. This increases the chances that the change will be put successfully into practice. http:// changethinking.net/change-thinking-glossary www.learning4living.biz
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  Greiner’s Model ofOrganizational Growth www.learning4living.biz
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  Porter’s Five Forces www.learning4living.biz
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  The critical issues– adapted from the works of John P. Kotter  Establish a Sense of Urgency  Form a Powerful Guiding Coalition  Create a Vision  Communicate that Vision  Empower Others to Act on the Vision  Plan for and Create Short-Term Wins  Consolidate Improvements and Keep the Momentum for Change Moving  Institutionalize the New Approaches www.learning4living.biz
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  Conclusion  Change processgoes through a series of phases  Critical mistakes in any of the phases can have devastating impacts  A fewer errors can spell the difference between success and failure.  Einstein pointed out that "The significant problems we face today cannot be solved at the same level we were at when we created them." To get different results -- change -- we must do things differently www.learning4living.biz
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  THANK YOU www.learning4living.biz