國(guó)外工業(yè)模板課件

NASSCOM

India

Leadership

Forum2008Creating

Sustainable

Change

through

OrganizationalAlignmentand

ManaginganIncreasingly

DiverseWorkforceTo

protect

the

confidential

and

proprietary

information

included

in

this

material,it

may

notbe

disclosed

or

provided

to

any

third

partieswithout

the

approval

of

HewittAssociates

LLC.February

18,2008HewittHewittConsultingCommitment:Dowe

have

leadershipcommitmentandstakeholdersupport?Capability:Do

we

have

the

resources

and

capabilities

to

achieve

this?Communication:How,what

and

when

should

we

communicate?Consequence:Arewemeasuringandrewardingdesired

behavior?

Culture/Org.:Whatcultural

nuancesshouldwetake

intoaccount?Business

Events

have

Huge

Change

Management

ImplicationsReducescosts

andassociatedresourcesRealignsautomatestransactionsGlobalExpansionSources

newbit

teragcosarforTransactionsRestructuringRealign

unitsforbetterlting

HewiltutsitonewOutsourcingTransitionsservices

andtransactions

toPost

MergerAlignmentCombines

twolegacyCostTechnologyOptimizationImplementationTransformation&ExpansionChange

inOwnershipAltersownership,Innovation&GrowthFocuses

onpriorities

ofoperations

andmarketsortalentfortop-line

growth

orgeneratingnew

ideasand

productsorganizationsperformancedeliverablesapplicationportfolios,to

realizesynergiesexternalproviders&qualityChange

challenges/riskscompanies

typically

experienceRecommended

best

practices·Define

success

as

“get

the

technology

up”,instead

of

defining

success

as

"end-usersadopted

desired

behaviors'·Ensure

project

team

and

sponsors

define

success

as

behavior

change·Clearly

define

desired

behaviors

(e.g.“stop/start/continue”doing)

·Define

and

track

metrics

indicating

adoption

of

desired

behavior·Develop“consequence

management”plan

to

encourage

desired

behaviors

anddiscourage

unwanted

behaviors·Stakeholders,especiallymanagers,areresistanttothe

change

(e.g.usingwork-arounds

or

continue

to

use

old

system),orhave

emotional

reactions

to

the

change·Conduct

a

stakeholder

analysis

to

understand

which

and

how

employees

are

impacted,theirconcerns,howtobest

address

those

concerns·Develop“what's

in

it

for

me”messages

tailored

to

managers

and

other

key

stakeholder

groups·Conduct

workshop

to

support

"personal

transitions"·Develop

tailored

and

timely

2-way

communications·Insufficient

engagement

from

sponsors

andleaders·Develop

strategy

for

involving

sponsors

and

leaders

in

leading

the

changeandholdingthem

accountable

for

the

resultsProvide

sponsors

and

leaders

with

on-boarding

and

skill-building

sessions

·Hold

regular

check-ins

with

sponsors

and

leaders·Insufficient

Change

Management

capabilityand/or

resources

on

client

team·Outline

the

role

and

required

skills

of

Change

Team

members

and

select

and

fully

staff

based

on

the

role

profile(s)·Provide

Change

Team

with

on-boarding

and

skill-building

sessions

·Hold

regular

reviews

of

change

management

lessons

learnedChangeChallengesClientsTypically

FaceduringTransformationHewittConsultingHewiltCommitment●

“It

is

the

right

thing

to

do”“We

will

succeed”Adaptation“Train

is

leaving,Ibetterget

on"“It's-hard,but

we

ean-Withdrawal·“I'll

do

what

isnecessary

tosurvive"Departure“This

is

not“Change

isexciting”takingaboldstep"Fear/uncertainty·“Whatdoesthismeanfor

me?·

“Whatare

my

priorities

now?”Paralysis·“I

can't

actwith

all

this

uncertainty"·“Myhighest

priority

isTimeThe

Human

Dynamic

inChangeHewitt

Hewittoganzalowomenunto

stay

on

top

oftheintegration

news"something

I

wantto

be

part

of”“Ourcompany

isEarlyeuphoriaConsultingdo

it"COOKIKC

F

O

PEA

UH

A

E-ESUREmCEEEHTNLLATNT-AFAFRARMGLiidTHE

TNEHCHTL4ANCnAEFDH

010UA.AAAGLUAHHewittConsultingLCJELE

AsAwicEHewilt5AHUPNQR

HLHmTUESELH5ADEngaging

EmployeesAcross

DiverseGeographiesNational

Culture

OrganizationalCulture

i

ting

HewiltutonsewFamilyWorkSchool·Align

programs,—Create

a

consistent—Reward/reinforce

the

rightbehaviors·Sell

the“What'sinitforme?”—Motivate

employees

withthe

right

messages—Give

employees

a

reasonto

care·Sustain

employee

behavior—Keep

the

brand

alive—Actively

measure

andmanage·Brand

the

culture—Re-defi