Managementul Schimbarii

Managementul schimbarii, factor critic de succes pentru transformarea afacerii
Solutii practice pentru iesirea din criza

Bucuresti, 23 Octombrie 2009
Sorin Buga: Manfred Schmauch:
+4 0755 044134 sorin.buga@ensight.ro + 4 0745 333788 manfred.schmauch@ensight.ro
2000 - 2009 by Ensight Management Consulting. All rights reserved.
Agenda
Ce este managementul schimbarii? definitia noastra Zone de actiune pentru aplicarea managementului schimbarii Metodologii selective
Intrebari si raspunsuri / discutii
2000 - 2009 by Ensight Management Consulting All rights reserved
Ganditi all-inclusive!
Strategie
Organizare
Procese Managementul Programelor / Proiectelor Motivare Leadership Sisteme
Capabilitati
Elementele care lipsesc sau care sunt gresite in ADN-ul companiei se numesc MUTATII. Mutatiile sunt boli si pot conduce la moarte!
Communicare / mobilizare
Cultura
Managementul Schimbarii = Management Comprehensiv
Managementul Schimbarii / Comprehensiv
MANAGEMENTUL SCHIMBARII... ... este in primul rand responsabilitatea managementului.
... sustine in mod sistematic si sustenabil transformarea organizatiilor si atingerea obiectivelor de afaceri.
... ia in considerare toate aspectele relevante in mod comprehensiv in cadrul proceselor de schimbare cerute sau dorite. ... trebuie adaptat unor situatii si obiective specifice.
Agenda
Inainte de a intra in practica: Managementul Schimbarii pentru cine, ce face, ce rezultate sa asteptam
Managementul schimbarii este pentru: Organizatii care vor sa gestioneze nu doar o companie, ci si oamenii sai, cea mai valoroasa resursa. Companii aflate intr-un mediu dinamic, care isi schimba organizarea, procesele si sistemele si care isi implica in mod proactiv si angajatii in aceasta calatorie. Managementul schimbarii realizeaza: Sustine si accelereaza procesele de schimbare si asigura o implementare sustenabila si adaptativa Gestioneaza conflictele si rezistenta la schimbare, comunica si mobilizeaza angajatii Defineste si seteaza cadrul cultural Sustine leadership-ul si transforma superiorii in lideri Imbunatatire continua Managementul schimbarii livreaza: Strategia de schimbare, roluri si responsabilitati Analiza detinatorilor de interese, planuri de comunicare si mobilizare, masuri de implementare Plan de actiune si suport pentru leadership Evaluare, design si aliniere culturala Retele de agenti ai schimbarii Planuri de dezvoltare a capabilitatilor
Nu exista one change fits all fiecare proiect de schimbare este planificat si condus individual
Evaluare / Aliniere As-Is Definirea obiectivelor si provocarilor managementului schimbarii Identificarea si analiza detinatorilor de interese Analiza impactului schimbarii
Cerere + mandat de management al schimbarii

Revizuire & Adaptare Masuri / Feedback pe marginea masurilor implementate Adaptare si dezvoltare ulterioara a masurilor Implementare Implementarea masurilor , de ex. masuri de comunicare, traininguri, workshop-uri, evenimente, onboardings, sesiuni de coaching, ...
1
2
Design To-Be Dezvoltarea conceptului de schimbare si a abordarii Elaborarea unui Change Roadmap, a rolurilor si responsabilitatilor Planificarea in detaliu
5 3 4
Masuri detaliate de comunicare si mobilizare Concepte detaliate pentru diverse masuri de schimbare Pregatirea implementarii (onboarding, teambuilding, ...)
. . . dar folosind o serie de instrumente si tehnici testate
Angajamentul vizibil al managerilor responsabili pentru schimbare faciliteaza mobilizarea pana la nivelul fiecarui angajat
Zona de actiune mobilizare & angajament
Managementul schimbarii realizeaza... Managementul schimbarii livreaza... Intelegerea clara a detinatorilor de interese relevanti, a rolurilor si influentei lor in organizatie Preluarea ferma a responsabilitatii pentru schimbarile viitoare si angajamentul vizibil al managerilor Concept de schimbare orientat pe grupuri-tinta, implicarea regulata a detinatorilor de interese relevanti (de ex. management functional, sindicate, clienti interni, ) Transformarea managerilor in manageri ai schimbarii (e.g. briefings, pachete de comunicare, coaching individual, sesiuni de feedback, ) Revizuiri continue ale schimbarii si feedback cu/catre management pentru stabilirea actiunilor de interventie
Identifica jucatorii din organizatie si interesele si influenta acestora, le incorporeaza in procesul de transformare si le gestioneaza in consecinta (de ex. solicita responsabilitatea pentru comunicare, atingerea obiectivelor, ) Defineste si aliniaza masurile de comunicare si mobilizare in concordanta cu impactul schimbarii si analiza detinatorilor de interese Stabileste comunicarea deschisa fata in fata Elaboreaza chestionare regulate pentru a intelege atmosfera din organizatie si stabileste masurile de interventie adecvate
Instrumente de schimbare (Exemple)

Analiza detinatorilor de interese
+
Influence
Dept manager
Evaluarea impactului schimbarii
Managementul schimbarii/ Concepte si masuri de comunicare
Targuri de informare
Feedback fata de schimbare / barometrul starilor
Powerful business case

Clear Vision Leadership
Impact on success
Dep. Y
Board
Commitment
Dep. X
Engagement
Integrated planning and teams
Unions
+ information status
Eficient communication
Change cababilities Aligned performance and culture
FEEDBACK
Schimbarile la nivel de organizare si procese vor fi acompaniate pas cu pas si vor deveni parte integranta din operatiunile zilnice
Zona de actiune organizare si procese
Managementul schimbarii livreaza ... Noi profile de rol, aliniate cu managementul si cu restul organizatiei Competente-cheie pastrate, noi capabilitati dezvoltate sau recrutate Intelegere clara a unui posibil deficit sau surplus de resurse, stabilirea transferurilor de personal necesare. Stabilirea dezvoltarii angajatilor si a carierei ca o activitate centrala de management Calitate si rezultate imbunatatite la nivelul proceselor si fluxurilor de lucru realizate cu ajutorul echipelor si institutionalizate
Managementul schimbarii realizeaza ... Identifica noi cerinte pentru grupurile tinta, implementeaza noi structuri, roluri si profile de competenta, deduce noile cerinte de calificare a angajatilor Analizeaza si implementeaza transferurile de personal (focus pe masurile de retentie pentru angajatii-cheie) Dezvolta baza de cunoastere si pune bazele unui mediu de lucru care faciliteaza dezvoltarea continua a organizatiei, imbunatatirea continua bazata pe calitate si implementarea obiectivelor (de ex. procese, interfete) Implementeaza dezvoltarea angajatilor ca o parte integranta din procesul de management (leadership) Instrumente de schimbare (Exemple)
Career Level: Required education, professional experience
Profile de rol/ fise de post/ aliniere functionala
Managementul competentelor
Development measures
Model de cariera
high
Expert level Manager level Department manager level Senior AP Process manager AP Senior Team lead AP Senior Expert AP Senior Accountant AP Accountant AP Junior Accountant AP Team lead AP Junior Team lead AP Process manager
Model de angajare / recrutare
Descrieri ale functiilor organizationale

Mission
To ensure payroll services for all <company> employees from A, B , C, D as well as for company group firms X SRL and Y SRL To manage personnel administration related processes and documents flow for <company> employees from : A, B , C, D
Current Profile
Core Capabilities
1. 2. 3. 4.
Basic Skilled knowledge knowledge
Required Profile
1. 2. 3. 4. 1.
Identified Gaps
2. 3. 4.
Skilled Detailed Expert knowledge knowledge knowledge
Detailed Expert knowledge knowledge
Basic Detailed Expert knowledge knowledge knowledge
Main responsibilities
Provide monthly salary rights computation and payment acc. to payment calendars Ensure monthly closing of payroll accounts according to closing calendars Prepare the accounting for salaries, social contributions and income tax Prepare annual fiscal files for all served employees Prepare and deliver monthly reports to Controlling Draw up the ILA and all documents related to its preparation, modification, termination etc. according to the working instructions and to the legislation in force* Open and update personnel files for all served employees* Collect, check and centralize all timesheets and other related documents Collect and centralize forms for additional payments (e.g. marriage bonus etc.) and issue employee certificates upon request Archive payroll and personnel administration* documents according to company policy
Performance measurement
Timely salary payments Timely monthly closing Number of payment errors Utilization of working hours, OVT needed Number of correct, complete and updated personnel files Timely issuing of employee certificates (response time) Timely issuing of addenda (response time)
1 1 1
2 2
3 4 3 4
1
1 1
2
2
3
3 3 4
1
1 1
2
2
3
3 3 4
1
1 1
2
2 2 3
1
1
2
2 3
1
1
2
2 3
Main organisational relationships
low
high
Functional Level: Complexity of the Job / function
Country manager (Payroll and Personnel administration) Team Leads resp. for the same Business Division Team Leads (all PA/PY) Local, Divisional and Corporate HR Corporate Legal Department
State authorities Corporate Tax Department Corporate Treasury Department Financial Statements and reporting PA/PY Services and Projects
Head of Back Office (Vienna) Various banks External service providers Business representatives
10
Conflictele si rezistenta in organizatie vor fi identificate in mod regulat si combatute prin metode targetate
Zona de actiune conflicte si rezistenta
Managementul schimbarii realizeaza ... Managementul schimbarii livreaza ... Cerinte clare pentru unituri / detinatori de interese, intelegerea atmosferei generale si a starii personalului, identificarea posibilelor lipsuri in comunicare Intelegerea clara a detinatorilor de interese relevanti, a rolului si influentei lor in cadrul organizatiei Comunicarea si intelegerea viziunii, strategiei si motivatiei schimbarii Preluarea specifica a responsabilitatii pentru schimbarile viitoare de catre management Feedback regulat din partea organizatiei si a comisiilor pentru implementarea unor masuri de interventie rapida
Dezvolta o intelegere solida a situatiei si a implicatiilor pentru diversi detinatori de interese, adreseaza temerile, zvonurile si asteptarile Clarifica nevoia si intentia schimbarii solicitate printr-o poveste consistenta de transformare pe o axa a timpului Utilizeaza canale de comunicare top down si bottom up comunica onest, rapid, la timp si eficient cu diverse grupuri tinta Dezvolta si utilizeaza agenti ai schimbarii inainte de implementarea masurilor
Instrumente de schimbare (Examples)

+
June July August
Retele de agenti ai schimbarii
Plan si concept de comunicare

September
Planificarea schimbarii / transformarii

Q1+ 2 2009 Q3 2009 Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Project 7
Sounding Board
2005
October
November
December
Influence
Dept manager
steering committees Kick Off Branches Info Event internal events on demand Job Fairs JF1 Image Campaign Core Team Meeting JF2 JF3 JF4 JF5 JF6
Orga
Project 6
Impact on success
Information Event
Dep. Y
Board
SAP Kick Off
Project 4
Project 5 Project 11
Onboarding Events
Dep. X
Onboarding Package
Capabilities
Project 3
Project 2
Project 12
Engagement
Info Letter
Project 10
on demand
No1 No 2
Project 8
Project 9
Project 14
Unions
Info Flyer IT Info Existing media
IT Newsletter
PIN (3) IT employee PIN (4) Info (1) article magazine internal news
PIN (5)
PIN (6)
PIN (7) PIN (8) IT employee Info (2) article magazine internal news
Project 1
Project 13
Processes
Project 15
article magazine internal news
ad hoc information for internal and external media as press releases etc.
Systems
HR
Management
ERP
11
Adaptarea culturii angajatilor este una dintre cele mai dificile sarcini si necesita o planificare pe termen lung
Zona de actiune cultura
Managementul schimbarii realizeaza ... Managementul schimbarii livreaza ... Masuri concrete pentru implementarea unor valori abstracte cum ar fi orientarea catre client, schimbul de informatie sau spiritul de echipa Stabileste pre-rechizitele pentru o organizatie care invata printr-o intelegere diferita a companiei precum si a instrumentelor care sunt incorporate in procese Identificare mai puternica cu organizatia (cu obiectivele si valorile acesteia) O noua cultura in care managementul ofera modele de rol ancorate in procese si organizare
Ofera o imagine a culturii companiei si identifica facilitatorii si obstacolele in cultura actuala Dezvolta o noua cultura organizationala (to-be culture) care implica angajatii si managementul Dezvolta masuri de implementare si le incorporeaza in transformation roadmap Identifica si nominalizeaza sponsorii pentru implementare si transfera responsabilitatea pentru o implementare de succes Aliniaza top managementul si solicita angajamentul acestora pentru noul model cultural Instrumente de schimbare (Exemple)
Evaluarea culturii
Rigid 1 2 3 4 5 6 Flexible Authoritative 1 2 3 4 5 6 Participative
Culture-Scorecard
Customer How does the Customer characterise us? Shareholder What do the Shareholder think?
Customer 7 Customer 6 Customer 5
Customer 4
Ghid de leadership
Plan si concept de dezvoltare

Topic Prep. process training supprt
Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 May 06 Jun 06
Team Building
Shareholder 1
Shareholder 2
Shareholder 3
Control culture
Trusting
*) due date to be clarified with process team *) due date to be clarified with SAP team
Customer 3
Bureaucratic 1 2 3 4 5 6 Entrepreneurial
Shareholder 4
Prep. SAP training support AA Trainers onboarding Train-the-trainer End-user class training End-user on-the-job training Prep. process training supprt
Customer 2
Island thinking 1 2 3 4 5 6 Integrated
Shareholder 5
Customer 1
Short term focus Employee focused Internally oriented Reactive 1 2 3 4 5 6 Long term focus Task focused Client/ market focused Proactive
.. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .
1 1
2 2
3 3
4 4
5 5
6 6
Process/org 9
Employee 1 Employee 2
Prep. SAP training supprt AP, AR, GL, CO FICO trainers onboarding FICO Train-the-trainer FICO End-user class training FICO Branch training Branch process training HQ other branches
*) calendar to be clarified
Process/org 8 Process/org 7
Process/org 6
Employee 3
Uninterested
Enthusing
Employee 4 Process/org 5
Employee 5
Slow
Quick
Process/org 4 Process/org 3 Employee 6

Employee 7 Employee 8 .. . . . . . . . . . . . . . . . Process/org 2 Process/org 1 .. . . . . . . . . . . . . . . .
Preserving
Innovative
Timid
Bold
Processes/ Organization By what is our Collaboration deterrmined?
Employees Which Values form our Relations?
SAP CoE startup

End-to-end processes defined Blueprint defined
SAP AA Go Live !
SAP FI/CO Go Live ! HQ
12
Dupa schimbarile tehnice, adaptarea calificarii angajatilor este un element-cheie in managementul schimbarii
Zona de actiune calificare si dezvoltare
Managementul schimbarii realizeaza ... Managementul schimbarii livreaza ... Noi profile de rol, aliniate cu afacerea Identifica si retine competentele-cheie si angajatii-cheie Analizeaza cerintele de dezvoltare pe baza necesitatilor organizationale si procesuale (de afaceri) deduce conceptele si planurile de training specifice pentru diverse grupuri-tinta Manageri si angajati calificati in acord cu noile cerinte Retea proprie de traineri si agenti ai schimbarii Dezvoltarea angajatilor devine o sarcina a managementului pe termen lung
Defineste noi cerinte / competente pentru diverse grupuri-tinta Planifica si livreaza masuri de calificare specifice grupurilor-tinta (concepte de training si planuri detaliate de training) Califica manageri, angajati, traineri, agenti ai schimbarii (train the trainer, leadership coaching, agenti ai schimbarii, ) Aliniaza capabilitatile cerute cu dezvoltarea organizatiei pe termen lung
Instrumente de schimbare (Exemple)

Managementul competentelor
Career Level: Required education, professional experience
Model de cariera
high
Expert level Manager level Department manager level Senior AP Process manager AP Senior Team lead AP Senior Expert AP Senior Accountant AP Accountant AP Junior Accountant AP Team lead AP Junior Team lead AP Process manager
Leadership Coaching
Topic
Concept si plan de training

Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 May 06 Jun 06
Retea de agenti ai schimbarii si training
Prep. process training supprt Prep. SAP training support AA Trainers onboarding Train-the-trainer End-user class training End-user on-the-job training Prep. process training supprt Prep. SAP training supprt AP, AR, GL, CO
*) due date to be clarified with process team *) due date to be clarified with SAP team
Current Profile
Core Capabilities
1. 2. 3. 4.
Required Profile
1. 2. 3. 4. 1.
Identified Gaps
2. 3. 4.
Skilled Detailed Expert knowledge knowledge knowledge
Basic Detailed Expert knowledge knowledge knowledge
1 1 1
2 2
3 4 3 4
1
1 1
2
2
3
3 3 4
1
1 1
2
2
3
3 3 4
FICO trainers onboarding FICO Train-the-trainer FICO End-user class training
1
1 1
2
2 2 3
1
1
2
2 3
1
1
2
2 3
FICO Branch training Branch process training HQ other branches

*) calendar to be clarified
SAP CoE startup

End-to-end processes defined Blueprint defined
SAP AA Go Live !
SAP FI/CO Go Live ! HQ
low
high
Functional Level: Complexity of the Job / function
13
Managerii sunt actorii de baza ai schimbarii Managementul schimbarii ii pregateste adecvat pentru acest rol
Zona de actiune dezvoltarea leadershipului
Managementul schimbarii realizeaza ... Managementul schimbarii livreaza ... O imagine clara a celor mai potriviti driveri ai schimbarii Manageri puternici si angajati care livreaza si comunica de asemenea si masurile incomfortabile si care isi imping angajatii spre atingerea obiectivelor setate Manageri de proiect care genereaza schimbari in mod proactiv Intelegere comuna a leadershipului, voce unitara
Pregateste managementul in mod activ pentru noul lor rol in procesul de schimbare, de ex. reducerea de personal, gestionarea temerilor si a rezistentelor, motivarea angajatilor, suport pentru implementare, Selecteaza manageri de proiect / program de transformare puternici, cu reputatie si acceptati Defineste roluri si responsabilitati clare pentru toti managerii si principiile de leadership Ofera managerilor coaching individual Instrumente de schimbare (Exemple)
Leadership coaching Ghid de leadership
Angajament vizibil al managementului pentru schimbarile propuse

+
Intalniri / cercuri de leadership dept. / crosS-functionale
Concept si plan de comunicare si mobilizare

June steering committees July August September
2005
October
November
December
Influence
Dept manager
Kick Off
Impact on success
Information Event
SAP Kick Off
Branches Info Event internal events on demand Job Fairs JF1 Image Campaign
Core Team Meeting JF2 JF3 JF4 JF5 JF6
Dep. Y
Board
Onboarding Events
Onboarding Package
Dep. X
Info Letter
on demand
No1 No 2
Engagement
Info Flyer
Unions
IT Info Existing media
IT Newsletter
PIN (3) IT employee PIN (4) Info (1) article magazine internal news
PIN (5)
PIN (6)
14
Regula de baza a transformarii este aliniererea si vocea unica a leadershipului in legatura cu schimbarile dorite
Zona de actiune (re-)orientare si aliniere
Managementul schimbarii realizeaza ... Managementul schimbarii livreaza ... O imagine clara in cadrul organizatiei despre obiectiv si calea pana la acesta (viziune / misiune / transformation roadmap) O intelegere clara a detinatorilor de interese relevanti in organizatie si a influentei acestora Preluarea vizibila a responsabilitatii pentru schimbari de catre management; sponsorii schimbarii asigura desfasurarea cu succes a proceselor de schimbare in aria lor de responsabilitate Plan si obiective de transformare aliniate cu angajatii
Defineste si comunica o viziune clara Sustine dezvoltarea in comun a caii de transformare (proiecte, roluri si responsabilitati, transformation roadmap, ) Clarifica rolurile si responsabilitatile pentru schimbare Asigura alinierea continua a detinatorilor de interese (cross-functionala) Implica reprezentantii angajatilor din timp Instrumente de schimbare (Exemple)
Declaratie de viziune/misiune
Vision Mission Strategy
Leadership Kick Off Leadership Forum
Leadership Coaching
Targuri de informare
Q1+ 2 2009
Planificarea schimbarii / transformarii

Q3 2009 Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Project 7
Orga
Project 6
Project 4
Project 5 Project 11
Capabilities
Project 3
Project 2
Project 12
Project 10
Project 9 Project 8
Project 14
Project 1
Project 13
Processes
Project 15
Systems
HR
Management
ERP
15
Agenda
16
Nevoile de schimbare asteptate pentru cresterea rapida si provocarile viitoare de dezvoltare sunt . .
Metodologii selective: Planificarea Managementului Schimbarii
Nevoia de schimbare
Angajamentul, suportul si stabilitatea deciziilor la nivel de top management
Elemente si exemple
Dezvoltarea leadershipului schimbarii Workshop de clarificare a obiectivelor (cu executivii) Plan de comunicare pentru management Alocarea membrilor in echipa de proiect Onboardings, traininguri Managementul competentelor Definirea sistemului si procesului de management al cunoasterii Implementarea si monitorizarea KM Analiza detinatorilor de interese Retele de agenti ai schimbarii Traininguri de managementul schimbarii ...
Echipe foarte eficiente si retele cross-functionale
Echipe foarte performante
Managementul cunostintelor critice
Managementul cunoasterii
Ancorarea managementului schimbarii in lucrul zilnic
Dezvoltarea capabilitatilor de management al schimbarii
In acord cu evaluarea si designul schimbarii
Continuarea managementului schimbarii Elementele vor fi specificate
17
Capabilitatile critice pentru dezvoltarea si cresterea viitoare a companiei vor fi identificate si dezvoltate
Metodologii selective: Managementul competentelor
Care sunt In ce masura sunt competentele de care necesare anumite au nevoie oamenii cunosinte si o anumita nostri pentru experienta pentru cresterea si succesul diverse functii? viitoare ale Ce competente au companiei? angajatii nostri?
Specify required skills Elaborate current and required profiles
Comparatie intre evaluarea calificarii angajatilor si cerintele curente si cele viitoare
Train, coach, dezvoltare On- si off the job
Identify gaps
Close gaps
Core Capabilities
1.
2.
3.
4.
1.
2.
3.
Detailed knowledge
4.
Expert knowledge
1.
Basic knowledge
2.
Skilled knowledge
3.
Detailed knowledge
4.
Expert knowledge
1 1
1
2 2
3 4
3 4
1 1 1 1 1 4 1
2 2
3
3
1 1 4 4 1 1 1
1
2 2
3 3 3 4 4 3
3
3 2 2 2 3 3
1 1 1
2 2 2 3
2 2
2
Current Profile
Required Profile
Identified Gaps
18
Un design comprehensiv al comunicarii asigura interactiunea specifica a grupurilor-tinta din cadrul companiei
Metodologii selective: Planificarea comunicarii
Analiza As-Is Intelegerea strategiei de comunicare interna a companiei Design To-Be Dezvoltarea scenariului de schimbare, inclusiv mesajele si dos & donts Implementare Implementarea masurilor Feedback
Analiza grupurilor tinta si a Selectarea si dezvoltarea canalelor cerintelor de comunicare si si masurilor specifice grupurilor a barierelor tinta
Validarea efectului canalelor si masurilor utilizate si initierea imbunatatirilor / adaptarilor
Intelegerea programului de Definirea planului de comunicare dezvoltarea si a Definirea modelului de guvernanta provocarilor istorice pentru comunicare, roluri si resp.
Grupuri tinta+ nevoi de comunicare
Target groups Finance/Controlling/IT employees branches + headquarter
Existing employees
Masuri si canale de comunicare

Dialogue
Focus interviews
Matricea grupuri tinta/ masuri

Information Events Onboarding Events
Plan de comunicare specific grupurilor tinta

June steering committees Kick Off Branches Info Event internal events on demand Job Fairs JF1 Image Campaign Core Team Meeting JF2 JF3 JF4 JF5 JF6 July August September
2005
Communication needs
Existing employees, especially in the branches, feel insecure about upcoming changes. They fear loosing their job or not meeting the new requirements. They need inf ormation about upcoming changes.
Info Letter
Info Flyer
IT Info PIN IT Info
Existing Media internal external
October
November
December
Other
Job Fair
Motivation events
Roadshows/ info fairs
Management letter Forum
IT
Finance & Services, Controlling
Petrom employees staffed for service centre
Employees f or the service centre are motivated for new challenges and at the same time unsecure about their new role. They need a clear description of their new task and inf ormation about trainings. Management of business units would like to know if their needs are well understood and would like to know the status of the projects. As a consequence mutual understanding and collaboration has to be strengthened. Project team members need information about project approach, rules and activities of other streams for efficient project work New employees are motivated for new challenges and curious about their new tasks. They need inf ormation about the company and their tasks for quick onboarding. Graduates compare critically the offer of companies. Their expectations are high concerning salary, fringe benefits, personell development and traininee- and internships. The public is interested in the performance of Petrom to get an impression about future developments.
Temperature check
Intranet
Management Employees Management Employees
A B C D
E
Information Event
SAP Kick Off
Employees staffed for SC BU Management Project Core Team New employees for SC All other Petrom employees Graduates/Public
Workshops
BU Management
Onbaording events
Milestone Celebration Get together
Rollout preparation meetings Information corner
F G H
Onboarding Events
Onboarding Package
Info Letter
Info Flyer IT Info Existing media
No1
on demand
No 2
Project Core Team

New/potential employees
Kick-offs
Meetings
New employees for SC
IT Newsletter
PIN (3) IT employee PIN (4) Info (1) article magazine
PIN (5)
PIN (6)
Graduates/Public
Communication / Mobilization Toolbox
* Project team receives information through all other media depending on their assignment to a specific target group
A,B,Cdif f erent content f or different target groups of a specific media
internal news
19
In cadrul evaluarii culturale, trebuie initial identificat si prioritizat facilitatorul cultural din <companie>
Metodologii selective: Evaluare culturala
Culture Scorecard, caracteristica culturii companiei
Customer How does the Customer characterise us? Shareholder What do the Shareholder think?
Customer 7 Customer 6 Customer 5
Customer 4
Analiza si designul culturii companiei Interviuri cu liderii organizatiei (all parties): Ce influenta are cultura asupra succesului dezvoltarii ? Ce dimensiuni sunt critice pentru succesul dezvoltarii? (definirea scorecard-ului) Evaluarea situatiei As-Is pentru dimensiunile culturale definite anterior Evaluarea dimensiunilor tinta (= cultura To-Be)
30 Dimensiuni
Shareholder 1
Shareholder 2
Shareholder 3
Customer 3 Customer 2
Shareholder 4
Shareholder 5
Customer 1 .. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .
Process/org 9
Employee 1 Employee 2
Process/org 8 Process/org 7
Process/org 6
Procesul de filtrare / prioritizare
Employee 3
Interviuri cu top managementul
Filtru I
Employee 4 Process/org 5
Employee 5
Process/org 4 Process/org 3 Employee 6

Employee 7 Employee 8 .. . . . . . . . . . . . . . . . Process/org 2 Process/org 1 .. . . . . . . . . . . . . . . .
15 Dimensiuni Intalniri cu liderii: specific pentru Arii

Filtru II
Processes/ Organization By what is our Collaboration deterrmined?
Employees Which Values form our Relations?
Top 5 8 dimensiuni pentru un follow-up specific fiecarei zone
Doua analize:
1. Area A vs. Area B vs. Area C ... 2. Areas A + B + C ... vs To-Be
= gaps
20
Pentru fiecare facilitator cultural prioritizat vor fi definite obiective clare si vor fi propuse masuri specifice pentru implementare
Metodologii selective: Evaluare culturala
Facilitator prioritizat Obiective Masuri pentru implementare (ex.)
Vizite ale managementului Odata pe saptamana open management door, mgmt raspunde intrebarilor angajatilor Utilizarea telefonului in loc de e-mail Business Lunches / After Hours mgmt si angajati Sesiuni de intrebari si raspunsuri pt angajati Prezenta mgmt la intalniri cu angajatii Incurajarea angajatilor de a pune intrebari si a raspunde la toate mailurile
Strong Client Focus Customer Driver of innovation
Strong competitive position Shareholder Realization of Synergies
Intarirea comunicarii personale
High Service Orientation
High ROI
Clear Decision making process
Comunicare/ Communication / Interaction Interactiune

Career Chances
Incurajarea si dezvoltarea interactiunii
Relevanz of competencies Personal Networks Processes / Organization Leadership Princoples
Work-Life Balance Learning culture
Intarirea comunicarii deschise

Employees
Includerea intrebarilor critice in planificarea comunicarii Comunicarea intrebarilor critice in mod proactiv, daca se considera necesar Customizarea comunicarii in acord cu nevoile diverselor grupuri tinta (continut, utilizarea cuvintelor, a frazelor, a limbii, instrumente si masuri utilizate, frecventa etc) Definirea nevoilor de informatie relevante pentru grupurile tinta Adaptarea listelor de distributie a corespondentei, evitarea comunicarii duble
Comunicarea orientata pe grup tinta

21
Planul de management al schimbarii va fi elaborat, acoperind in detaliu toate nevoile de schimbare identificate pentru o companie
Plan de management al schimbarii (exemplu)
Focus May Activitati
ABC 1
Analiza As-Is June
Design To-Be
Way Forward July Aug.
1. Alinierea mgmt
Quarterly Management Meeting LC LC
ABC 2
ABC 3
ABC 3
incl. Strategy workshop (to-be) LC EC 3 pre-present & LC EC 4 pre-present & LC
LC EC 1 pre-present & LC
LC EC 2 pre-present & LC FAQ for senior / middle management
2. Comunicare si mobilizare 3. Suport pentru implementare 4. Dezvoltare si training pentru schimbare 5. Echipe foarte performante
Joint team kick-off
Communication Matrix
Plant / department multipliers workshop Project newsletter Change readiness assessment Project newsletter
Project newsletter
Information fairs / road-show
Skills assessment (selective)
Training needs assessment TMM TMM
Training concept and program (SAP, non-SAP)
Team ground rules
TMM
TMM Joint team dinner
Team temperature checks LC

2000 - 2009 by Ensight Management Consulting All rights reserved = Leadership circle
TMM = Team milestone meetings
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Sorin Buga: Manfred Schmauch:

+4 0755 044134 sorin.buga@ensight.ro + 4 0745 333788 manfred.schmauch@ensight.ro

2000 - 2009 by Ensight Management Consulting. All rights reserved.

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2000 - 2009 by Ensight Management Consulting All rights reserved