There is only one constant in this universe, and that constant is . . .

Change

Overview

change management principles

John

P Kotter's 'eight steps to successful

Change management Example

Questions?

The only thing constant about change is change itself

 Organizational

change management is the process of developing a planned approach to change in an organization. Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.
The only thing constant about change is change itself

Change management is a basic skill in which most leaders and managers need to be competent. There are very few working environments where change management is not important.

The only thing constant about change is change itself

When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind:
1. 2. 3. 4. 5.

Different people react differently to change Everyone has fundamental needs that have to be met Change often involves a loss, and people go through the "loss curve" Expectations need to be managed realistically Fears have to be dealt with
The only thing constant about change is change itself

Give people information - be open and honest about the facts UNREALISTIC EXPECTATIONS. For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone E.g.: tell everyone at the same time. However, follow this up with individual interviews to produce a personal strategy for dealing with the change. This helps to recognize and deal appropriately with the INDIVIDUAL REACTION to change. Give people choices to make, and be honest about the possible consequences of those choices. I.e. meet their CONTROL and INCLUSION needs Give people time, to express their views, and support their decision making, providing coaching, counseling or information as appropriate, to help them through the LOSS CURVE
The only thing constant about change is change itself

Where the change involves a loss, identify what will or might replace that loss - loss is easier to cope with if there is something to replace it. This will help assuage potential FEARS. Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances - also to help assuage potential FEARS. Keep observing good management practice, such as making time for informal discussion

Apply all the rigors of project management to the change process - producing plans, allocating resources, appointing a steering board and/or project sponsor etc.. The five principles above should form part of the project objectives.
The only thing constant about change is change itself

Stability - - - - - - - - - - - - - - - - Change Different people have different preferences for where they like to be on this spectrum. Some people like to be at the

STABILITY end of the spectrum - they like things to be the way they have always been. Other people like to be at the CHANGE end of the spectrum - they are always looking for something different and new.

The only thing constant about change is change itself

In these situations, the individuals involved can experience: strong dissatisfaction stress negative attitudes towards individuals with preferences at the other end of the spectrum (e.g.: distrust, dislike) resistance (to change, or to the status quo) intense emotions loss of rational judgment People tend to resist, therefore, approaches on other parts of the spectrum than where they themselves prefer to be.

The only thing constant about change is change itself

A famous psychologist called Will Schutz identified three basic needs that people have in interpersonal relations and reaction to change:
The

need for control The need for inclusion The need for openness

The only thing constant about change is change itself

Whilst the need for these can vary between people, in any change process there is always some degree of need for control over one's environment/destiny, some degree of need to be included in the process of forming the change that is taking place, and some degree of need for managers/leaders to be open with their information. If a change program fails to meet the control, inclusion and openness needs of the individuals affected by it then that program is likely to encounter a range of negative reactions, ranging from ambivalence through resistance to outright opposition.

The only thing constant about change is change itself

The relevance of the "loss curve" to a change management program depends on the nature and extent of the loss. If someone is promoted to a more senior position, the 'loss' of the former position is rarely an issue because it has been replaced by something better. But if someone is made redundant with little prospect of getting a new job, there are many losses (income, security, working relationships) that can have a devastating effect. There are many variations of the "loss curve". One is known as "Sarah" - that is, the individual experiences (in this order): S-hock A-nger R-ejection A-cceptance H-ealing

The only thing constant about change is change itself

The common factors amongst all "loss curves" are: 1. that there can be an initial period where the change does not sink in. For example, feelings may be kept high by the individual convincing themselves that the change is not going to happen. 2. that when the loss is realized, the individual hits a deep low. The depth of this 'low' is deepened if the loss is sudden/unexpected. 3. that the period of adjustment to the new situation can be very uncomfortable and take a long time. In the case of bereavement, the period of adjustment can be as long as two years.

The only thing constant about change is change itself

The relationship between expectations and reality is very important. You can see this in customer relations - if a supplier fails to meet expectations then the customer is unhappy; if the supplier exceeds expectations then the customer is happy.

Sometimes, enforced change (e.g.: redundancies) inevitably involve the failure to meet expectations: there had been an expectation of job security, which has now been taken away.
What leaders/managers have to do, however, is make sure they don't pour petrol on the fire by making promises that can not or will not be kept. Expectations have to be set at a realistic level, and then exceeded (e.g.: in terms of the degree of outplacement support that will be provided).

The only thing constant about change is change itself

 In

times of significant change rational thought goes out of the window. This means that people often fear the worst - in fact, they fear far more than the worst, because their subconscious minds suddenly become illogical and see irrational consequences.

E.g.:

Our company is reducing staff, which means... They will make people redundant, and... I'll be the first to be kicked out, and... I'll have no hope of getting another job, and...
The only thing constant about change is change itself

 Such

fears need to be addressed, e.g.: by helping people to recognize that most people who are made redundant find a better job with better pay and have a huge lump sum in their pocket! where appropriate, by explaining how the reductions in staff numbers are going to be achieved (by natural wastage or voluntary redundancy).
The only thing constant about change is change itself

Or,

1.

2.

3.
4. 5.

At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviors, etc., whether personal or organizational). Understand where you/the organization is at the moment. Understand where you want to be, when, why, and what the measures will be for having got there. Plan development towards above No.3 in appropriate achievable measurable stages. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.

The only thing constant about change is change itself

Kotter's eight step change model can be summarized as: 1. Increase urgency - inspire people to move, make objectives real and relevant. 2. Build the guiding team - get the right people in place with the right emotional commitment 3. Get the vision right - get the team to establish a simple vision and strategy 4. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
The only thing constant about change is change itself

5.

6.

7.

8.

Empower action - Remove obstacles, enable constructive feedback reward and recognize achievements. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Finish current stages before starting new ones. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders.
The only thing constant about change is change itself

The only thing constant about change is change itself

Apple is the largest technology based company and is the second largest company in USA after ExxonMobil

The only thing constant about change is change itself

PRODUCTS

iPod iPhone

Mac
22

Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork, and professional software. leads the digital music revolution with its iPods and iTunes online store. reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad which is defining the future of mobile media and computing devices.
The only thing constant about change is change itself

Apple

Apple

Apples management structure promotes independent and highly creative personalities and a corporate culture that creates products for the rest of us Apple has very few management layers. In practice all employees report to Steve Jobs

Compared with most companies where ideas come from the bottom up, Apples ideas and product decisions come from the top down. All changes are assessed at the top by Steve Jobs.
Jobs's primary role at Apple is to turn things down. "He's a filter," says the Mac engineer Hertzfeld. Every day, the CEO is presented with ideas for new products and new features within existing ones. The default answer is no. (Manjoo, 2010)

The only thing constant about change is change itself

Steve Jobs is paid 1 dollar/year, is a vegetarian, and is involved with organic farming Changed chipset to Intel chipset Changed from Rhapsody OS to Mac OS X Introduction of new colors from six-color-rainbow logo Decision to own retail stores Environmental shift 40 percent reduction in packaging Sales shift from US to Asia Pacific, Europe, and Japan
The only thing constant about change is change itself

Songs cost changed to $0.69, $0.99, or $1.29, with prices set by the publishers from $0.99 for any song They ignore customer requests focusing on innovations that change the way things are done

Steve Jobs has often cited this quote from Henry Ford: "If I'd have asked customers what they wanted, they would have told me, 'A faster horse!" (Manjoo, 2010)
Removal of arrow keys from iMac. Addition of arrow keys in next version. Convinced music studios to all use iTunes (first time in history)

The only thing constant about change is change itself

Revenue Growth 100% 80% 60% 40% 20% 0% 1980 -20% -40%

1985

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2010

Revenue Growth

27

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