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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

2000 - 2009 by Ensight Management Consulting All rights reserved

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.

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

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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.
Basic Skilled knowledge knowledge

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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)


Analiza detinatorilor de interese
+
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

+ information status

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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
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

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.
Basic Skilled knowledge knowledge

Required Profile
1. 2. 3. 4. 1.
Basic Skilled knowledge knowledge

Identified Gaps
2. 3. 4.
Skilled Detailed Expert knowledge knowledge knowledge

Detailed Expert 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

2000 - 2009 by Ensight Management Consulting All rights reserved

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

Analiza detinatorilor de interese


+

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

+ information status

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

article magazine internal news

ad hoc information for internal and external media as press releases etc.

2000 - 2009 by Ensight Management Consulting All rights reserved

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

2000 - 2009 by Ensight Management Consulting All rights reserved

15

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

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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

Basic Skilled knowledge knowledge

Detailed Expert knowledge knowledge

Basic Skilled knowledge 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

2000 - 2009 by Ensight Management Consulting All rights reserved

Development measures

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)

PIN (7) PIN (8) IT employee Info (2) article magazine internal news

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

article magazine internal news

ad hoc information for internal and external media as press releases etc.

2000 - 2009 by Ensight Management Consulting All rights reserved

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

2000 - 2009 by Ensight Management Consulting All rights reserved

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


2000 - 2009 by Ensight Management Consulting All rights reserved

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

22

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