Change Management

Overview

Change is transforming the global market place. As technology continues its inexorable march forward, the requirement for organisations to change is accelerating beyond anything imaginable only two years ago.

We have a choice - Change or Perish. We have to learn that increasing our speed has little to do with going faster. We secure greater speed by trusting the people we work with to select, implement and monitor Change.

The primary differentiation for all enterprises in the new millennium will be their ability to engage in and adapt to Change - small incremental change up to major step change initiatives.

When it comes to people, there are three kinds:

Topics Covered

This Short Course will focus on systematic methods to:

• Select the right people to engage in the "change" process.
• Use the right tools to facilitate the "change" process.
• Specify the training requirements for a "change" environment.
• Select the right process to assess where "change" is most appropriate - the Pareto concept - the low hanging fruit.
• Utilise natural or cross functional work teams to embark on "change" initiatives.
• Develop the tools to monitor the "change".
• Develop the metrics consistent with the concept of measuring the "change".
• Developing a culture of "change" leadership acceptance.
• Developing systems and processes to eliminate and terminate the blockers of "change".
• Eliminate the ridiculous culture that pervades NZ management thinking
  - No change for change's sake
  - Fix it with No.8 fencing wire
  - If it ain't broke, don't fix it.
• Define "change" in the knowledge era.
• Define the critical success factors.
• Eliminate the fear and control environment that stifles "change".
• Develop the trust, relationship and collaboration environment which encourages "change"

This Short Course will be interactive and oriented with a high degree of practical real world examples including case studies.
The primary focus of the "change" agenda will be:

Who should attend

• People who want to secure a "step change" environment.
• People who want to make "change" happen.
• CEOs, and direct reports to CEOs who have recognised the new core competency of "change leadership".
• Project leaders involved in major "step change" initiatives.
• Supervisors/leaders with responsibility for the "incremental change" agenda.
• People who have recognised the "change" or "perish" alternatives.

Outcomes

• Immediate application of the learnings.
• The development of a "change" plan for the organisation.
• The potential to develop a learning programme to become a "change" organisation.
• The ability to conduct an audit of the current change capability.
• The ability to change the culture of an organisation.
• Start the process of a move from management to leadership.
• Enable you to move to partnership/relationship leadership from fear and control.