Major Change Management Frameworks and Models

The Change Phases 

  •  

    • The Seven Phases 
      (see Table 1 - page 4 -
        Grover & Kettinger text)

        initiating Process Change

      • 1. Strategy Linkage

        • a. kicks off project

        • b. secure management commitment

        • c. discover process opportunities

        • d. identify IT enabling opportunities

        • e. align with  corporate strategy and select BPR project

      • 2. Change Planning

        • inform stakeholders and organize re-generation team

        • prepare project schedule and set performance goals

      • 3. Process Pathology

        • document existing process

        • uncover process pathologies

      • 4. Social Re-Design -- 
        5.  Technical Re-Design  (reiterative until satisfied)

        • explore alternative designs

        • design new process

        • design HR architecture (x-func/multi-discipline)

        • select IT platform

        • prototype holistic process

      • 6. Process Re-Generation

        • implement HR changes 

        • develop & deploy IT support  -- tug of war game --
           forces towards catastrophe and towards the ideal

        • re-organizing:

          • teams

          • jobs

          • training

        • top management communication and persuasion critical here

      • 7. Continuous Improvement

        • measure performance

        • link to quality improvement

       

      The focus of the 7 phases is on the technical side of change management while the org change framework above focuses on the social aspects.  Both are important and are usually done by different people simultaneously on a project. 
Datapro -- Elements of Change  A4/A5- Datapro Addressing Behavioral Aspects

  • A. Imperative
        "Prove the need"

    • Positive ("this change" is a big chance to grab it all)

    • Negative (without "this change" we will die)

  • B. Leaders
              Instigate and Sustain the change
        "Walk the talk" and "Block escape"

    • brave

    • fearless

    • communicative 

  • C. Levers
        the tools-- changed processes, 
                          people, 
                          technology, 
                           environment
        "Power the transition" and 
        "Demonstrate new reality"

    • rewards/punishments

    • peer pressure

    • forced environmental/technological changes -- "no going back"

    • stakeholder feedback

  • D. Affected Agents
        all those affected by the change
        "Segment them" -- 

        "Strategy and communication tactics for
          each"

    • customers

    • suppliers

    • strategic partners

    • stockholders

    • community neighbors

  • E.  Buoys
         Stabilizers ( life preservers) 
         for affected agents
         Exploit

    • camaraderie

    • consistency

    • core competencies

    • cultural values

    • strategic relationships

 

 

 

The Velocity of Change -- Datapro- B.Rosser "Is Change Accelerating of Not: An IT Planning Perspecitve --B2-Is Change Accelerating or Not Part 1t     Part 2

 

cycle of change -aggregate  from A6-Datapro Demystifying Dynamics of Change

 

change adoption distribution (bell curve)  -aggregate of 3 groups of people
  •  early adopters   (< 10%)
  •  eventual adopters (the rest)
  •  never adopters   (< 10%)

loss response cycle for individual experiencing radical change (~ stages of dying)
  • denial
  • anger
  • resistance (hopelessness)
  • acceptance

The 4 generic strategy paradigms (Earl et al.)

  • 1. Engineering 
    • reduced cycle time
    • order fulfillment (OF)
    • operational problem with bpr as one part 
    • cross-functional process aimed at operational optimization
  • 2. Systems
    • costs/cycle reduction
    • underwriting/claims
    • bpr aim communication ties
    • cross-functional processes aimed at improving information flows
  • 3. Bureaucratic
    • new product development
    • r&d>development>launch
    • process capability/strategy/value chain
    • Strategic Business Unit (SBU)*  -- a unit that can stand alone or be a imot pf amptjer
  • 4. Ecological
    • change mindset/mission
    • cultural orientation
    • establish new managerial mindset/strategic focus
    • entire organization

        Chapter 3 -- Stoddard & Jarvenpaa 
          Process and Outcome of Change p. 51                                       Process
                                  
          Evolutionary      Revolutionary
                                 Incremental

Outcome		 Incremental Improvement Little benefit for risk/pain
                                

                               
                                  Radical
Continuous incremental improvements over a long
period of time.		 Radical Change in short time frame


3.   Tactics Employed (c3) from p. 61
           

 Tactic

 Evolutionary Revolutionary
leadership Use insiders Use outsiders
employee involvement Use current mgrs/ees -
representation of all ees		 Exclude current mgrs/ees when possible. Involve only "best of breed" and rebels. Use ees full time. Insolate BPR team.
communication Broadly communicaged plans. 1-on-1 commun to key stakeholders
motivation Self-improvement Crisis or failure
milestones Flexible Firm
culture/structure change Adapt to existing employees Quality ees for change who fit with new culture/org struct
IT change Process or social system first.
Gradual, stage imple. of tech/soc systems		 Simultaneous change of tech/social systems

Change Scope Frameworks
Scope (c3, A8)

 Planned 
 Depth 
 of 
 Change		  

Scope of Change
   Functional  Cross-Functional  Organization-Wide
  Efficiency  one initiative within
 one function
-- eliminate. jobs
-- more ee involve

<< Structure
<< Culture		  
  Effectiveness    one initiative at many
 sites simultaneously
 -- jobs redefined
 -- dept/job
     interdependence
<< Structure
<< Culture
  Transformation  



Structure >>

Culture >>

   multiple initiatives 
  simultaneously
  -- reorg jobs/structure
     with teams
 -- significant change
     needed

Magnitude of Change

  
Source: Adapted From O'Hara, Watson and Kavan

Chapter 5- p.117 Guha et al.

                   The Three Basic Types of Business Processes--
acquisition/maintenance/payment process
conversion process   >> transforming acquired goods/svcs to those for sale
sales/collection process >> attracting customers to acquire an organization's goods/svcs

 

- Securing Stakeholder Commitment it is necessary to figure out which
    stakeholders are in the various segments --


 leverage          engagement           containment/outplace

    then by looking at the power position of actors in each segment
    determine the role they should play  -- e.g. CFO and J. Jones should
    have leverage roles while R&D thru General Counsel are in engagement roles
    and T.Thompson are either contained or outplaced if they stay determined laggards.


 B3-Using Risk Management To Drive Enterprise Life Cycle

Enterprises go through the cycles --creation, growth, maturity and decline
Nowadays -- cycles are faster/more extreme
   --face Innovator's dilemma  -- simultaneously make innovations:
         sustaining
             (improve competencies, products, services)
         transformational
           (change business model/product concept/marketing channel/ org structure/core competencies)
   -- trick is to start the transformation or new innovation BEFORE enterprise maturity peaks or
      declining performance/ inappropriate culture / shrinking resources impede change

 

For an example of how these work in the Nibco case --

Analysis

Case