HOW TO MANAGE CHANGE

SUMMARY

There are many theoretical courses on managing change, but few totally aligned to the sensitive changes impacting public bodies. On this intensive and interactive one day course you will discover:

• how to analyse the organisation to establish what needs to be changed using Critical Success factor Analysis and SWOT Analysis
  
• how to analyse your customer base and define your serviceproducts
  
• how to define service quality and levels of service
  
• how to pace change
  
• how to retain motivation and morale during change
  
• how to implement change effectively by use of change agents

Who should attend

Project Managers, Project Team members, Human Resource Managers and personnel, Training Managers and all those involved in implementing change.

How you will benefit

Over 60% of culture change projects fail - despite a spend often running into millions of pounds. During change, morale may drop and the best people may go. This workshop shows how to implement change - so it sticks.

Programme

There are two aspects to managing change:

1. deciding what needs to be changed

2. making the change happen

The Managements of Change

• Why change?

  identification of the pressures for change upon the Department; its changing role; political reality; financial and commercial constraints. This area would probably be covered by a speaker from the Department.

• The external and internal environment

  examination of the influences impacting the Department. Examples of these influences could include a recession; the EU backdrop; demography; the way in which other Agencies have been set up; organisational culture; legislative restrictions on the new Agency; conditions of employment; transitional funding. All these influences impact the extent of change and how it may happen.

• Turning commercial

  turning commercial implies new missions and values, organisational aims and departmental aims. The Critical Success Factors for success in a commercial environment are likely to diverge from existing CSFs.

• SWOT analysis

  SWOT analysis is commonly used in marketing as a tool to define plans. How SWOT analysis (identification of strengths,weaknesses, opportunities and threats) can help define what needs to be done to adapt to new roles.

• Defining markets

  this session asks 'who are my customers and what do they want? Customers may be grouped by Buying Factors and this technique is explored. If marketing is seen to be a key area for the Department, a module on 'How to Sell Service' could be introduced (see also 'defining service products' below).

• Defining service products

  the customer's view of a 'service product' may not be the same as the supplier's. What are the services the new Agency will offer? What are the points of delivery? Should any existing services be dropped or reshaped? Are there new services which should be offered? If marketing is seen to be a key area for the Department, a module on 'How to Sell Service' could be introduced (see also 'defining markets'above).

• Managing service - the issues

  usually, the higher the service quality the more it costs. This session identifies ways of assessing the appropriate quality for each service. We show how customer expectations can >be managed. We also identify what services may be saleable.

• Organisational issues

  tasks will need to be re-assessed for their validity in the changed organisation; new organisational structures will be required; new relationships will need forging with suppliers and with customers; new systems and processes will be required - how to handle organisational change.

• Resource implications

  in some areas more resource may be required than at present, in other areas less resource. How to get the balance, and make the balancing process as painless as possible.

• The politics of change

  the political realities form part of the constraints on change - both the external and internal political influences can be identified. Either they are accepted or steps are put in place to realign the political backdrop with what the Department wishes to achieve as an Agency.

• The pace of change - inertia or juggernaut

  On taking over a company, the entrepreneurial acquirer (like Hanson Trust or CA) can decide change programmes, implemen and conclude them within three to six months. Yet in other organisations, similar major changes can take three to five years. How to set an appropriate change programme.

  Making the Change Happen

  The emphasis of the module outlined above is on deciding what needs to be changed. Below is more detail on making change happen.

• Key messages

  what we can learn from winning organisations is that change is more likely to succeed if it is compatible with existing methods (i.e. target - avoid changing everything for the sake of it).Commitment is essential from all involved staff. Change is not an event, but a process - it takes time and the roles of agents of change need to be understood and used. Gaining cooperation is easier if reasons for resistance are understood - a culture of welcoming change needs to be created and fostered

• The personnel issues - changing roles

  people are the key to effective change. With staff commitment, change will fly. Without it, change can sink. How to gain commitment and maintain motivation and morale.

• Key aspects

  communication - new methods, new patterns to fit emerging organisation
  training - new skills, new practices
  new management techniques and organisational structures

• Facilitating factors

  intrapreneurs - a new role; new techniques
  emotional response to change - the pattern
  roles: change sponsors; change agents; change targets

• Creating effective change agents

  communicators
  risk managers
  persuaders
  facilitators
  transfer of ownership of change
  skills for change agents

• Obstacles to change

  how to avoid pitfalls and overcome key obstacles

• Reaping the benefits

Books by Kingswell Consultants

Books on Service Management

Hiles, A. N. The Complete Guide to IT Service Level Agreements, Matching Service Quality to Business Needs.. ISBN 0-9641648-2-5 published by Rothstein Associates Inc.  The standard work on IT Service Level Agreements.

Hiles, A. N. E-Business Service Level Agreements: Strategies for ISPs, ASPs, *SPs and CLECS.  Published by Rothstein Associates Inc.  The first book to deal specifically with e-commerce Service Level Agreements.

Hiles, A. N. Service Level Agreements, Winning a Competitive Edge for Supply and Support Services.  ISBN 0-9641648-4-1published by Rothstein Associates Inc. This book applies Service Level Agreements to services other than IT. Real case studies and example SLAs are provided ranging from Human Resources, Logistics, through Training, Livestock Handling, Logistics and Field Service Engineering.

Hiles A.N. and Gunn, Dr. Y. Creating a Customer-Focused Help Desk: How to Win and Keep Your Customers. Published by Rothstein Associates Inc. ISBN 0-9641648-6-8 This book has the support of the Help Desk Institute www.helpdeskinst.com

Books on Business Continuity

Hiles A.N. Business Continuity Management: Best Practice. Published by Rothstein Associates Inc. ISBN 0-9641648-3-3.  This book explicitly covers all the ten areas of business continuity competence required for membership of the Disaster Recovery Institute International (DRII) and the Business Continuity Institute (BCI).

Hiles A.N. Enterprise Risk Assessment & Business Impact Analysis – Best Practices ISBN 1-931332-12-6 Published by Rothstein Associates Inc. Covers many techniques and methods of risk and impact assessment with detailed examples and checklists.

e-Publication. Kingswell books on Business Continuity, Service Level Agreements and  Help Desk Management will shortly be available by page download in conjunction with Rothstein Associates Inc and Books24x7.com.

New and updated books. Existing  books Business Continuity Management – Best Practice and IT Service Level Agreements have been extensively updated. See our products page or visit www.rothstein.com .

All the above books can be obtained from:

Rothstein Associates Inc.
4 Arapaho Road
Brookfield
Connecticut
0608-3104 USA

www.rothstein.com

e-mail pjr@rothstein.com

Telephone: USA: 1-888-ROTHSTEIN
Worldwide: +1 203 740 7400

Hiles A.N. Guide to Risk Management. Published by the Institute of Chartered Accountants of England and Wales.

Hiles A.N. and Barnes, P. (Editor and main contributor) The Definitive Handbook of Business Continuity Management, John Wiley & Sons, 1999, ISBN 0 471 98622 4.

Hiles, A.N. (contributor), Croner’s Purchasing and Supply Guide to I.T., 1994, ISBN 1 85524 271 0

Hiles, A.N. (contributor), Guide to Business Continuity Management, 1999, for the Confederation of British Industry by Caspian Publishing

Hiles A.N. (contributor) Business Continuity Management, 2000, Institute of Directors / Department of Trade & Industry.