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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: +4 0755 044134


sorin.buga@ensight.ro
Manfred Schmauch: + 4 0745 333788
manfred.schmauch@ensight.ro

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


2

Agenda

 Ce este managementul schimbarii? – definitia noastra

 Zone de actiune pentru aplicarea managementului schimbarii

 Metodologii selective

 Intrebari si raspunsuri / discutii

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3

Ganditi “all-inclusive”!

Strategie

Organizare

Procese Elementele care


lipsesc sau care sunt
Sisteme
Managementul gresite in ADN-ul
Programelor / companiei se numesc
Proiectelor Capabilitati MUTATII.
Motivare
Mutatiile sunt boli si
Leadership pot conduce la
Communicare /
mobilizare
moarte!
Cultura

Managementul Schimbarii = Management Comprehensiv

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4

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


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5

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


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6
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
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7
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 1 Design To-Be
management al
schimbarii 2 • Dezvoltarea conceptului de schimbare si a
abordarii
• Elaborarea unui Change Roadmap, a
Revizuire & Adaptare rolurilor si responsabilitatilor

• Masuri / Feedback pe
marginea masurilor 5 Planificarea in detaliu
implementate
• Adaptare si dezvoltare • Masuri detaliate de comunicare si
ulterioara a masurilor 3 mobilizare
• Concepte detaliate pentru diverse masuri
Implementare de schimbare
• Pregatirea implementarii (onboarding,
4 teambuilding, ...)
• Implementarea masurilor , de ex.
masuri de comunicare, traininguri,
workshop-uri, evenimente, . . . dar folosind o serie de instrumente si tehnici testate
onboardings, sesiuni de coaching,
...
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8
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...
• Identifica “jucatorii” din organizatie si interesele si • Intelegerea clara a detinatorilor de interese relevanti, a
influenta acestora, le incorporeaza in procesul de rolurilor si influentei lor in organizatie
transformare si le gestioneaza in consecinta (de ex. • Preluarea ferma a responsabilitatii pentru schimbarile
solicita responsabilitatea pentru comunicare, viitoare si angajamentul vizibil al managerilor
atingerea obiectivelor, …)
• Concept de schimbare orientat pe grupuri-tinta,
• Defineste si aliniaza masurile de comunicare si implicarea regulata a detinatorilor de interese relevanti
mobilizare in concordanta cu impactul schimbarii si (de ex. management functional, sindicate, clienti interni,
analiza detinatorilor de interese …)
• Stabileste comunicarea deschisa “fata in fata” • Transformarea managerilor in manageri ai schimbarii
• Elaboreaza chestionare regulate pentru a intelege (e.g. briefings, pachete de comunicare, coaching
“atmosfera” din organizatie si stabileste masurile de individual, sesiuni de feedback, …)
interventie adecvate • Revizuiri continue ale schimbarii si feedback cu/catre
management pentru stabilirea actiunilor de interventie

Instrumente de schimbare (Exemple)


Analiza detinatorilor de interese Evaluarea impactului schimbarii Managementul schimbarii/ Targuri de informare Feedback fata de schimbare /
Concepte si masuri de barometrul starilor
+
comunicare
-
Influence

Dept manager Powerful business case


Ø
Clear Vision
Impact on success

Board
Dep. Y Leadership

Commitment

+
Unions
Dep. X
-
- Ø
Engagement
+
Integrated planning and teams

Eficient communication

Change cababilities
FEED-
- information status + Aligned performance and culture

BACK
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9
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 realizeaza ... Managementul schimbarii livreaza ...
• Identifica noi cerinte pentru grupurile tinta, • Noi profile de rol, aliniate cu managementul si cu
implementeaza noi structuri, roluri si profile de restul organizatiei
competenta, deduce noile cerinte de calificare a • Competente-cheie pastrate, noi capabilitati
angajatilor dezvoltate sau recrutate
• Analizeaza si implementeaza transferurile de personal • Intelegere clara a unui posibil deficit sau surplus
(focus pe masurile de retentie pentru angajatii-cheie) de resurse, stabilirea transferurilor de personal
• Dezvolta baza de cunoastere si pune bazele unui mediu necesare.
de lucru care faciliteaza dezvoltarea continua a • Stabilirea dezvoltarii angajatilor si a carierei ca o
organizatiei, imbunatatirea continua bazata pe calitate si activitate centrala de management
implementarea obiectivelor (de ex. procese, interfete)
• Calitate si rezultate imbunatatite la nivelul
• Implementeaza dezvoltarea angajatilor ca o parte proceselor si fluxurilor de lucru realizate cu
integranta din procesul de management (leadership) ajutorul echipelor si institutionalizate

Instrumente de schimbare (Exemple)


Profile de rol/ fise de post/ Managementul competentelor Model de cariera Model de angajare / recrutare Descrieri ale functiilor
aliniere functionala high
Expert
level
Manager
level
Department
manager level organizationale
Required education, professional experience

Senior AP
6 Process
manager
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
AP Senior AP Process
Current Profile Required Profile Identified Gaps
Development measures

5 Team lead manager


• To manage personnel administration related processes and documents flow for <company> employees from : A, B , C, D

1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 4.
Core Capabilities

Basic Skilled Detailed Expert Basic Skilled Detailed Expert Basic Skilled Detailed Expert AP Senior AP Main responsibilities Performance measurement
knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge 4 Expert Team lead
• Provide monthly salary rights computation and payment acc. to payment calendars • Timely salary payments
1 2 3 1 2 3 1 2 3 • Ensure monthly closing of payroll accounts according to closing calendars • Timely monthly closing
AP Senior AP Junior • Prepare the accounting for salaries, social contributions and income tax • Number of payment errors
1 2 4 1 2 3 1 2 3 3 • Prepare annual fiscal files for all served employees
Accountant Team lead • Utilization of working hours, OVT needed
• Prepare and deliver monthly reports to Controlling • Number of correct, complete and
1 3 4 1 3 4 1 3 4 • Draw up the ILA and all documents related to its preparation, modification, termination etc. updated personnel files
according to the working instructions and to the legislation in force*
Career Level:

1 2 4 1 2 4 1 2 4 AP • Timely issuing of employee certificates


2 Accountant
• Open and update personnel files for all served employees* (response time)
• Collect, check and centralize all timesheets and other related documents
1 2 3 1 2 3 1 2 3 • Timely issuing of addenda (response
• Collect and centralize forms for additional payments (e.g. marriage bonus etc.) and issue time)
1 2 4 employee certificates upon request
1 2 3 1 2 3 AP Junior • Archive payroll and personnel administration* documents according to company policy
1 Accountant
Main organisational relationships
• Country manager (Payroll and Personnel administration) • State authorities • Head of Back Office (Vienna)
• Team Leads resp. for the same Business Division • Corporate Tax Department • Various banks
low high • Team Leads (all PA/PY) • Corporate Treasury Department • External service providers
• Local, Divisional and Corporate HR • Financial Statements and reporting • Business representatives
Functional Level: • Corporate Legal Department • PA/PY Services and Projects
Complexity of the Job / function

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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 ...
• Dezvolta o intelegere solida a situatiei si a • Cerinte clare pentru unituri / detinatori de interese,
implicatiilor pentru diversi detinatori de interese, intelegerea atmosferei generale si a starii personalului,
adreseaza temerile, zvonurile si asteptarile identificarea posibilelor lipsuri in comunicare
• Clarifica nevoia si intentia schimbarii solicitate • Intelegerea clara a detinatorilor de interese relevanti, a
printr-o “poveste” consistenta de transformare rolului si influentei lor in cadrul organizatiei
pe o axa a timpului • Comunicarea si intelegerea viziunii, strategiei si motivatiei
• Utilizeaza canale de comunicare top down si schimbarii
bottom up – comunica onest, rapid, la timp si • Preluarea specifica a responsabilitatii pentru schimbarile
eficient cu diverse grupuri tinta viitoare de catre management
• Dezvolta si utilizeaza agenti ai schimbarii inainte • Feedback regulat din partea organizatiei si a comisiilor
de implementarea masurilor pentru implementarea unor masuri de interventie rapida

Instrumente de schimbare (Examples)


Analiza detinatorilor de interese Retele de agenti ai schimbarii Plan si concept de comunicare Planificarea schimbarii / Sounding Board
transformarii
+ 2005
Q1+ 2
2009
Q3
2009
Q4
2009
Q1
2010
Q2
2010
Q3
2010
Q4
2010
June July August September October November December
steering Project 7

- committees

Kick Off Branches Info Event Core Team Meeting


Orga
Project 6
Influence

Dept manager internal events on demand


Ø Information Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Event SAP
Impact on success

Kick Off Image Campaign Project 5


Board Project 4
Dep. Y
Project 11
Onboarding
Capabilities
Events Onboarding Package Project 3
Project 2
Project 12

Dep. X Project 10

- Info Letter on demand Project 9


Project 14

Project 8
No1 No 2
Unions - Ø + Info Flyer
Project 1 Project 13

+ Engagement IT Info IT Newsletter


PIN (3) IT employee PIN (4)
Info (1)
PIN (5) PIN (6) PIN (7)
IT employee
Info (2)
PIN (8)
Processes

- +
Project 15
information status article magazine article magazine article magazine
Existing media internal news internal news internal news
ad hoc information for internal and external media as press releases etc.
Systems HR Management ERP

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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 ...
• Ofera o imagine a culturii companiei si identifica • Masuri concrete pentru implementarea unor valori
facilitatorii si obstacolele in cultura actuala “abstracte” cum ar fi orientarea catre client, schimbul
• Dezvolta o noua cultura organizationala (to-be de informatie sau spiritul de echipa
culture) care implica angajatii si managementul • Stabileste pre-rechizitele pentru o organizatie care
• Dezvolta masuri de implementare si le incorporeaza invata printr-o intelegere diferita a companiei precum
in “transformation roadmap” si a instrumentelor care sunt incorporate in procese
• Identifica si nominalizeaza sponsorii pentru • Identificare mai puternica cu organizatia (cu
implementare si transfera responsabilitatea pentru o obiectivele si valorile acesteia)
implementare de succes • O noua cultura in care managementul ofera modele de
• Aliniaza top managementul si solicita angajamentul rol ancorate in procese si organizare
acestora pentru noul model cultural

Instrumente de schimbare (Exemple)


Evaluarea culturii Culture-Scorecard Ghid de leadership Plan si concept de dezvoltare Team Building
Shareholder
Customer What do the
How does the Customer Shareholder think?
Rigid 1 2 3 4 5 6 Flexible
characterise us? Customer 7
Shareholder 1
Customer 6
Authoritative 1 2 3 4 5 6 Participative Shareholder 2
Customer 5
Topic Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06 May ‘06 Jun ‘06
Shareholder 3
Control culture 1 2 3 4 5 6 Trusting Customer 4
Prep. process training supprt *) due date to be clarified with process team

Customer 3
Shareholder 4 Prep. SAP training support *) due date to be clarified with SAP team
Bureaucratic 1 2 3 4 5 6 Entrepreneurial
Customer 2 Trainers onboarding
Shareholder 5 AA
Island thinking 1 2 3 4 5 6 Integrated Train-the-trainer
Customer 1
.. . . . . . . . . . . . . . . .
End-user class training
Short term 1 2 3 4 5 6 Long term
focus focus .. . . . . . . . . . . . . . . . End-user on-the-job training
Employee 1 2 3 4 5 6 Task Prep. process training supprt
focused focused Process/org 9
Employee 1 Prep. SAP training supprt
Internally 1 2 3 4 5 6 Client/ market Process/org 8 AP,
oriented focused Employee 2 FICO trainers onboarding
AR,
Reactive 1 2 3 4 5 6 Proactive Process/org 7 GL, FICO Train-the-trainer
Employee 3 CO
Process/org 6 FICO End-user class training
Uninterested 1 2 3 4 5 6 Enthusing Employee 4
Process/org 5 FICO Branch training
Employee 5
Slow 1 2 3 4 5 6 Quick Process/org 4 Branch HQ
Process/org 3 Employee 6 process
training other branches *) calendar to be clarified
Preserving 1 2 3 4 5 6 Innovative Process/org 2 Employee 7
Processes/ Organization Process/org 1 Employees SAP CoE startup
Employee 8
By what is our Colla- Which Values form our
Timid 1 2 3 4 5 6 Bold boration deterrmined? .. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . Relations? End-to-end Blueprint
SAP AA Go Live ! SAP FI/CO Go Live ! HQ
processes defined
defined

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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 ...
• Defineste noi cerinte / competente pentru • Noi profile de rol, aliniate cu afacerea
diverse grupuri-tinta • Identifica si retine competentele-cheie si angajatii-cheie
• Planifica si livreaza masuri de calificare specifice • Analizeaza cerintele de dezvoltare pe baza necesitatilor
grupurilor-tinta (concepte de training si planuri organizationale si procesuale (de afaceri) – deduce
detaliate de training) conceptele si planurile de training specifice pentru diverse
• Califica manageri, angajati, traineri, agenti ai grupuri-tinta
schimbarii (train the trainer, leadership • Manageri si angajati calificati in acord cu noile cerinte
coaching, agenti ai schimbarii, …)
• Retea proprie de traineri si agenti ai schimbarii
• Aliniaza capabilitatile cerute cu dezvoltarea
organizatiei pe termen lung • Dezvoltarea angajatilor devine o sarcina a managementului
pe termen lung

Instrumente de schimbare (Exemple)


Managementul competentelor Model de cariera Leadership Coaching Concept si plan de training Retea de agenti ai schimbarii si
high
Expert
level
Manager
level
Department
manager level training
Required education, professional experience

Topic Sep Oct Nov Dec Jan ‘06 Feb ‘06 Mar ‘06 Apr ‘06 May ‘06 Jun ‘06
Senior AP
6 Process Prep. process training supprt *) due date to be clarified with process team

manager Prep. SAP training support *) due date to be clarified with SAP team

Trainers onboarding
AP Senior AP Process AA
Current Profile Required Profile Identified Gaps
Development measures

5 Team lead manager Train-the-trainer


End-user class training
1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 4.
Core Capabilities

End-user on-the-job training


Basic Skilled Detailed Expert Basic Skilled Detailed Expert Basic Skilled Detailed Expert AP Senior AP
knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge 4 Expert Team lead Prep. process training supprt

1 2 3 1 2 3 Prep. SAP training supprt


1 2 3 AP,
AP Senior AP Junior AR, FICO trainers onboarding
1 2 4 1 2 3 1 2 3 3 Accountant Team lead GL, FICO Train-the-trainer
CO
1 3 4 1 3 4 1 3 4 FICO End-user class training
Career Level:

1 2 4 1 2 4 1 2 4 AP FICO Branch training


2 Accountant Branch HQ
1 2 3 1 2 3 1 2 3 process
training other branches *) calendar to be clarified

1 2 4 1 2 3 1 2 3 AP Junior SAP CoE startup


1 Accountant End-to-end Blueprint
processes defined SAP AA Go Live ! SAP FI/CO Go Live ! HQ
defined

low high
Functional Level:
Complexity of the Job / function

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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 ...
• Pregateste managementul in mod activ pentru • O imagine clara a celor mai potriviti driveri ai schimbarii
noul lor rol in procesul de schimbare, de ex. • Manageri puternici si angajati care livreaza si comunica de
reducerea de personal, gestionarea temerilor si a asemenea si masurile “incomfortabile” si care isi imping
rezistentelor, motivarea angajatilor, suport pentru angajatii spre atingerea obiectivelor setate
implementare, …
• Manageri de proiect care genereaza schimbari in mod
• Selecteaza manageri de proiect / program de proactiv
transformare puternici, cu reputatie si acceptati
• Intelegere comuna a leadershipului, voce unitara
• Defineste roluri si responsabilitati clare pentru
toti managerii si principiile de leadership • Angajament vizibil al managementului pentru schimbarile
propuse
• Ofera managerilor coaching individual

Instrumente de schimbare (Exemple)


Leadership coaching Ghid de leadership Analiza detinatorilor de interese Intalniri / cercuri de leadership Concept si plan de comunicare
dept. / crosS-functionale si mobilizare
2005
+ June July August September October November December
steering
committees

- Information
Kick Off Branches Info Event
internal events on demand
Core Team Meeting
Influence

Dept manager Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Event SAP
Ø Kick Off Image Campaign
Impact on success

Board
Dep. Y Onboarding
Events Onboarding Package

Info Letter on demand


Dep. X
- Info Flyer
No1 No 2

Unions - Ø + IT Info IT Newsletter


PIN (3) IT employee PIN (4)
Info (1)
PIN (5) PIN (6) PIN (7)
IT employee
PIN (8)

+ Engagement
article magazine article magazine
Info (2)

article magazine
- information status + Existing media internal news internal news
ad hoc information for internal and external media as press releases etc.
internal news

© 2000 - 2009 by Ensight Management Consulting


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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 ...
• Defineste si comunica o viziune clara • O imagine clara in cadrul organizatiei despre obiectiv si
• Sustine dezvoltarea in comun a caii de calea pana la acesta (viziune / misiune / transformation
transformare (proiecte, roluri si responsabilitati, roadmap)
transformation roadmap, …) • O intelegere clara a detinatorilor de interese relevanti in
• Clarifica rolurile si responsabilitatile pentru organizatie si a influentei acestora
schimbare • Preluarea vizibila a responsabilitatii pentru schimbari de
• Asigura alinierea continua a detinatorilor de catre management; sponsorii schimbarii asigura
interese (cross-functionala) desfasurarea cu succes a proceselor de schimbare in aria lor
de responsabilitate
• Implica reprezentantii angajatilor din timp
• Plan si obiective de transformare aliniate cu angajatii

Instrumente de schimbare (Exemple)


Declaratie de viziune/misiune Leadership Kick Off Leadership Coaching Targuri de informare Planificarea schimbarii /
Leadership Forum transformarii
Q1+ 2 Q3 Q4 Q1 Q2 Q3 Q4
2009 2009 2009 2010 2010 2010 2010

Project 7

Vision Orga
Project 6

Project 5
Project 4

Project 11

Capabilities

Mission
Project 12
Project 2
Project 3

Project 10
Project 14
Project 9

Project 8

Project 1 Project 13

Processes

Strategy Project 15

Systems HR Management ERP

© 2000 - 2009 by Ensight Management Consulting


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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


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16
Nevoile de schimbare asteptate pentru cresterea rapida si provocarile
viitoare de dezvoltare sunt …. .
Metodologii selective: Planificarea Managementului Schimbarii
Nevoia de schimbare Elemente si exemple

Angajamentul, suportul si  Workshop de clarificare a


Dezvoltarea leadershipului obiectivelor (cu executivii)
stabilitatea deciziilor la nivel de top
schimbarii  Plan de comunicare pentru
management
management
 Alocarea membrilor in echipa
Echipe foarte eficiente si retele de proiect
Echipe foarte performante
cross-functionale  Onboardings, traininguri
 Managementul competentelor
 Definirea sistemului si procesului
Managementul cunostintelor critice Managementul cunoasterii de management al cunoasterii
 Implementarea si monitorizarea
KM

Dezvoltarea capabilitatilor  Analiza detinatorilor de interese


Ancorarea managementului  Retele de agenti ai schimbarii
de management al
schimbarii in lucrul zilnic
schimbarii  Traininguri de managementul
schimbarii

Continuarea  ...
In acord cu evaluarea si designul managementului schimbarii
schimbarii Elementele vor fi specificate

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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 • Comparatie intre • Train,
competentele de care necesare anumite evaluarea calificarii coach,
au nevoie oamenii cunosinte si o anumita angajatilor si dezvoltare
nostri pentru experienta pentru cerintele curente si On- si off
cresterea si succesul diverse functii? cele viitoare the job
viitoare ale • Ce competente au
companiei? angajatii nostri?
Specify Elaborate current
Identify Close
required and required
gaps gaps
skills profiles

Current Profile Required Profile Identified Gaps

Development measures
1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 4.
Core Capabilities

Basic Skilled Detailed Expert Basic Skilled Detailed Expert Basic Skilled Detailed Expert
knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge knowledge

1 2 3 1 2 3 1 2 3
1 2 4 1 2 3 1 2 3

1 3 4 1 3 4 1 3 4
1 2 4 1 2 4 1 2 4
1 2 3 1 2 3 1 2 3
1 2 4 1 2 3 1 2 3

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18
Un design comprehensiv al comunicarii asigura interactiunea specifica
a grupurilor-tinta din cadrul companiei
Metodologii selective: Planificarea comunicarii

Analiza Design
Implementare Feedback
As-Is To-Be

• Intelegerea strategiei de • Dezvoltarea scenariului de • Implementarea • Validarea efectului


comunicare interna a schimbare, inclusiv mesajele si masurilor canalelor si masurilor
companiei do„s & dont„s utilizate si initierea
• Analiza grupurilor tinta si a • Selectarea si dezvoltarea canalelor imbunatatirilor /
cerintelor de comunicare si si masurilor specifice grupurilor adaptarilor
a barierelor tinta
• Intelegerea programului de • Definirea planului de comunicare
dezvoltarea si a • Definirea modelului de guvernanta
provocarilor “istorice” pentru comunicare, roluri si resp.

Grupuri tinta+ Masuri si canale Matricea grupuri tinta/ Plan de comunicare


nevoi de comunicare de comunicare masuri specific grupurilor tinta
2005
Information Onboarding
Info Letter Info Flyer IT Info Existing Media June July August September October November December
Target groups Communication needs Events Events
steering
Other Job Fair
PIN IT Info internal external committees
Finance/Controlling/IT • Existing employees, especially in the branches, feel insecure about upcoming changes. They
Dialogue
employees branches + fear loosing their job or not meeting the new requirements. Focus A Kick Off Branches Info Event Core Team Meeting
interviews Motivation Management Management internal events on demand
headquarter • They need inf ormation about upcoming changes. IT
events letter Employees B Information Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Existing employees

Temperature Finance & Management C Event SAP


Petrom employees • Employees f or the service centre are motivated for new challenges and at the same time check
Services,
Employees D Kick Off Image Campaign
staffed unsecure about their new role. Intranet Roadshows/ Controlling
• They need a clear description of their new task and inf ormation about trainings. info fairs Forum
for service centre Employees staffed for SC E
Onboarding
• Management of business units would like to know if their needs are well understood and would Workshops Onbaording Events Onboarding Package
events Milestone Rollout BU Management F
BU Management like to know the status of the projects.
preparation
• As a consequence mutual understanding and collaboration has to be strengthened. Celebration meetings Project Core Team Info Letter on demand
G
• Project team members need information about project approach, rules and activities of Kick-offs Meetings
Project Core Team No1 No 2
other streams for efficient project work Get together Information New employees for SC H Info Flyer
corner
All other Petrom PIN (3) IT employee PIN (4) PIN (5) PIN (6) PIN (7) PIN (8)
• New employees are motivated for new challenges and curious about their new tasks.
New/potential

employees IT employee
New employees for SC IT Info IT Newsletter Info (1)
employees

• They need inf ormation about the company and their tasks for quick onboarding.
Info (2)
Graduates/Public
• Graduates compare critically the offer of companies. Their expectations are high article magazine article magazine article magazine
Graduates/Public
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
Communication / Mobilization Toolbox * Project team receives information through all other media depending on their assignment to a specific target group
…A,B,C…dif f erent content f or different target Existing media internal news internal news internal news
developments. groups of a specific media ad hoc information for internal and external media as press releases etc.

© 2000 - 2009 by Ensight Management Consulting


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19
In cadrul evaluarii culturale, trebuie initial identificat si prioritizat
facilitatorul cultural din <companie>
Metodologii selective: Evaluare culturala

Analiza si designul culturii companiei Culture Scorecard, caracteristica culturii companiei


Interviuri cu liderii organizatiei (all „parties“):
• Ce influenta are cultura asupra succesului
Shareholder
Customer What do the
How does the Customer Shareholder think?

dezvoltarii ? characterise us? Customer 7


Customer 6
Shareholder 1

• Ce dimensiuni sunt critice pentru succesul


Shareholder 2
Customer 5
Shareholder 3

dezvoltarii? (definirea scorecard-ului)


Customer 4

Customer 3

• Evaluarea situatiei As-Is pentru dimensiunile


Shareholder 4

Customer 2

culturale definite anterior


Shareholder 5
Customer 1

• Evaluarea dimensiunilor tinta (= cultura To-Be) .. . . . . . . . . . . . . . . .


.. . . . . . . . . . . . . . . .

Process/org 9
Employee 1

30 Dimensiuni Process/org 8
Employee 2
Procesul de filtrare /

Process/org 7
Employee 3
Process/org 6

Filtru I
Employee 4
Process/org 5
Interviuri cu top Employee 5
prioritizare

Process/org 4

managementul Process/org 3 Employee 6


Process/org 2 Employee 7
Processes/ Organization Process/org 1 Employees
Employee 8
By what is our Colla- Which Values form our

15 Dimensiuni
boration deterrmined? .. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . Relations?

Filtru II
Intalniri cu liderii:
specific pentru Arii Doua 1. Area A vs. Area B vs. Area C ...
analize: 2. Areas A + B + C ... vs To-Be = gaps
Top 5 – 8 dimensiuni pentru un
follow-up specific fiecarei zone
© 2000 - 2009 by Ensight Management Consulting
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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
Intarirea
door“, mgmt raspunde intrebarilor angajatilor
comunicarii
Strong competitive • Utilizarea telefonului in loc de e-mail
Strong Client
position personale
• Business Lunches / „After Hours“ mgmt si
Focus
Customer Shareholder

Driver of Realization of
Synergies
angajati
innovation

• Sesiuni de intrebari si raspunsuri pt angajati


High Service
Orientation High ROI
Incurajarea si • Prezenta mgmt la intalniri cu angajatii
dezvoltarea • Incurajarea angajatilor de a pune intrebari si a
interactiunii raspunde la toate mailurile
Clear Decision Comunicare/
Communication /

Interactiune
making process Interaction

Career • Includerea intrebarilor critice in planificarea


Relevanz of
competencies
Chances Intarirea comunicarii
comunicarii
Personal • Comunicarea intrebarilor critice in mod
Networks
Work-Life
Balance
deschise proactiv, daca se considera necesar
Leadership Learning culture
Processes /
Princoples Employees
Organization

• Customizarea comunicarii in acord cu nevoile


diverselor grupuri tinta (continut, utilizarea
cuvintelor, a frazelor, a limbii, instrumente si
Comunicarea masuri utilizate, frecventa etc)
orientata pe
• Definirea nevoilor de informatie relevante
grup tinta pentru grupurile tinta
• Adaptarea listelor de distributie a
© 2000 - 2009 by Ensight Management Consulting corespondentei, evitarea comunicarii duble
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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 Analiza As-Is Design To-Be Way Forward


May June July Aug.
Activitati

ABC 1 ABC 2 ABC 3 ABC 3


Quarterly
Management incl. Strategy
Meeting workshop (to-be)
1. Alinierea mgmt
EC 1 LC LC LC EC 2 LC EC 3 LC EC 4
pre-present pre-present pre-present pre-present
& LC & LC & LC & LC
FAQ for senior / middle management

Communication Plant / department


2. Comunicare si Matrix multipliers workshop
mobilizare Information fairs /
Project newsletter Project newsletter Project newsletter road-show

3. Suport pentru
implementare Change readiness assessment
4. Dezvoltare si
Training concept and
training pentru program (SAP, non-SAP)
schimbare Skills assessment (selective) Training needs assessment

5. Echipe foarte Joint team Team ground TMM TMM TMM TMM Joint team
performante kick-off rules dinner
Team
temperature
checks
LC = Leadership circle TMM = Team milestone meetings
© 2000 - 2009 by Ensight Management Consulting
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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


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