A Review of SANParks Change Process Discussion Background for the Change with a Purpose Project...
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Transcript of A Review of SANParks Change Process Discussion Background for the Change with a Purpose Project...
A Review of SANParks Change Process
Discussion Background for the Change with a Purpose Project
Team
The Anatomy of ChangeThe Anatomy of Change
1. Pressure for change
2. Clear shared vision
3. Capacity for change
4. Actionable first steps
When any one of these are missing ....When any one of these are missing ....
+Capacity
forChange
ActionableFirst
Steps
Pressurefor
Change
Capacityfor
Change
ActionableFirst
Steps
Bottom of the
"in box"-
+
+ +
+ + -A fast
start thatfizzles
AClear
SharedVision
+A ClearSharedVision
ActionableFirst
Steps+ +
Pressure for
Change
Pressure for
Change
Capacityfor
Change+ + +A clearSharedVision
-Anxiety
Frustration
-Haphazardefforts,False starts
When any one of these are missing ....When any one of these are missing ....
McKinsey 7-S Framework
Strategy
Systems
Style
Staff
Skills
Structure
SharedValues
Components of the 7-S’s1. Strategy The way in which competitive
advantage is intended to be achieved
2. Structure The way in which tasks and people are divided. The basic grouping of
activities and reporting relationships; the primary basis for specialisation and integration
3. Systems Formal systems and procedures including management control
systems; performance measurement and reward systems; budgeting systems, information systems; planning and capital budgeting systems.
Components of the 7-S’s continued
4. Staffing The people, their backgrounds and competences. Includes
recruitment, selection and socialisation; how people are trained and developed, and all aspects of career management.
5. Skills The basic competencies that reside in the organisation. Includes
distinctive competences of people, management practices, technology, etc.
Components of the 7-S’s continued
6. Style The leadership style of top management and the overall operating style of the
organisation. It reflects the norms people act on and how they work and interact both internally and externally.
7. Shared The values that are widely shared
Values within the organisation and which
serve as guiding concepts of what is ‘right’. They focus attention
and give purpose and meaning to the organisation’s vision and how it achieves it.
Approaches to change: bold strokes and long marches
Bold Strokes Long Marches
Time Frame Fast Slow
Locus of Action Decisions at top Initiatives throughout
Leader Control High
(command and control)
Low
(initiates but does not control)
Initial Results Quick/clear Partial/unclear
Later Results Behaviour does not always change
Behaviour usually changes
Organisational Levers
Strategy
Structure
Systems
Systems
Processes
Culture
• Style
• Shared Values
• Skills
Change strategies
• Clear, rapidly implemented – top down– Urgency/crisis
– Organisation-wide high ‘D’
– Low resistance
– High level of support
– Leadership has the relevant information
– Changes needed are clear and often easy to execute
– Leadership has the power to obtain compliance
Change strategies
• High involvement – evolutionary– Small group of leaders with a high ‘D’– Organisation usually has a low ‘d’– Changes needed are not clearly known at outset– Changes needed are complex and multi-level– High need for re-education/new skills– Stakes to organisation are high– High need for commitment to make the changes work
Conventional Change ManagementConventional Change Management
Study the problem
Announce new strategy
Restructure the Organisation
Delegate autonomy
Manage by exception
Business as usual?
Successful Change ManagementSuccessful Change Management
Proclaim the goal
Drama and symbolism
Early initiatives
Spread the word
Showcase the change
Shake up structures
Lead the charge
Provide incentives
Rewrite the agenda
Leading Change - 8 reasons why transformation efforts fail
1. Not establishing a great enough sense of urgencyurgency2. Not creating a powerful enough guiding coalitionguiding coalition3. Lacking a visionvision4. Under-communicating Under-communicating the vision by a factor of
ten5. Not removing obstaclesobstacles to the new vision6. Not systematically planning for & creating short short
term winsterm wins7. Declaring victoryDeclaring victory too soon8. Not anchoringanchoring changes in the corporation’s
structure
There are two sorts of Organisation
THOSE THAT GO ON A DIET – doing what we have always done – although better - is not going to work
THOSE THAT GO TO WAR