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Change Management or Change Leadership?

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Change Management or Change Leadership? Dr Simon N Davey Managing Associate Preponderate.network www.preponderate.net Making it easier for you to do what you do. – PowerPoint PPT presentation

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Title: Change Management or Change Leadership?


1
Change Managementor Change Leadership?
  • Dr Simon N Davey
  • Managing Associate
  • Preponderate.network
  • www.preponderate.net
  • Making it easier for you to do what you do.

2
Change and Change Management
  • Change to cause to be different OR to undergo
    transformation
  • Change management a systematic approach to
    dealing with change, both from the perspective of
    an organization and on the individual level
  •  The amount of change that the leadership of an
    organisation desires must be balanced with the
    amount the organisation is capable of handling."

3
Ever heard of PRINCE?
  • It must be considered that there is nothing more
    difficult to carry out, nor more doubtful of
    success, nor more dangerous to handle, than to
    initiate a new order of things. For the reformer
    has enemies in all those who would profit by the
    old order, and only lukewarm defenders in all
    those who would profit by the new order, this
    lukewarmness arising partly from fear of their
    adversaries, who have the laws in their favor
    and partly from the incredulity of mankind, who
    do not truly believe in anything new until they
    have had actual experience of it. Thus it arises
    that on every opportunity for attacking the
    reformer, his opponents do so with the zeal of
    partisans, the others only defend him
    halfheartedly, so that between them he runs great
    danger.

4
Problem cases
  • Problems combine human, organisational and
    technical factors. They cannot be solved purely
    by technologies and this is the reason why 90 of
    ICT investments do not meet their performance
    goals.
  • People
  • Organisations
  • Technology
  • The melting pot

5
Change is about people and not about technology
  • True but the technology is important
  • Maybe its about people and not about managers?
  • Do you know what needs to change?
  • FUD factor fear, uncertainty and doubt
  •  
  • Q Does the project lead the technology or vice
    versa?

6
Why change fails(IT projects or not)
  1. Allowing too much complacency
  2. Failing to create a coalition people/trust/goal
  3. Underestimating the power of vision
  4. Undercommunicating the vision
  5. Permitting obstacles to block the new vision
  6. Failing to create short term wins
  7. Declaring victory too soon
  8. Neglecting to anchor changes firmly

7
The eight stage process of creating major change
  1. Establishing a sense of urgency
  2. Creating the guiding coalition
    people/trust/goal
  3. Developing a vision and a strategy
  4. Communicating the change vision
  5. Empowering broad based action
  6. Generating short term wins
  7. Consolidating gains and producing more change
  8. Anchoring new approaches in the culture

8
Change and IT projects
  • Forget the technology what are you DOING???
  • What your organisation does
  • How it does it
  • Why it does it
  • What difference will the project make?
  • Who will it benefit?
  • Wheres the plan?
  • Now you can think about software

9
Making change work for you
  • What are you doing and why? INSPIRE!
  • Get people involved (especially the naysayers)
  • Make it about the processes
  • Make it about the people they help
  • Manage expectations
  • Manage migration
  • Project Sponsor/Champion/Manager/Team
  • Speak their language get in a critical friend
  • Seven simple rules

10
Seven simple rules for projects
  1. Don't over-promise.
  2. If in doubt keep it simple.
  3. Make sure all key parties have agreed on the
    project definition (which depends on all parties
    contributing to and understanding the project
    definition)
  4. Make sure management and trustees are committed
    to the project.The project management role is
    best located within the charity.
  5. Make sure the project is sustainable.
  6. Cover potential risks and liabilities.
  7. Finishing projects well is an art is its own right

11
Leadership is
  • Leadership isnt about being loved by everyone.
    Its about being respected by enough people to
    get the job done.

12
Thank you
  • Business analysis, requirements analysis,
    project plans and project management, change
    management and leadership in strategic ICT and
    business planning.
  • Simon Davey
  • Preponderate.net
  • E simon_at_preponderate.net
  • T 020 8892 7085
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