Applying Change Management Tactics to Drive Strategy Implementation
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Transcript of Applying Change Management Tactics to Drive Strategy Implementation
The contents of these pages are copyright © Frost & Sullivan. All rights reserved.
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Applying Change Management Tactics to Drive Strategy Implementation
A three-page excerpt from our 18-page Best Practice Guidebook:
The contents of these pages are copyright © Frost & Sullivan. All rights reserved.
growth team m e m b e r s h i p™ 1
Applying Change Management Tactics to Drive Strategy Implementation
Best Practice Guidebook
Note: Change Management refers to the application of processes, tools, and techniques for managing the people-side of initiatives to generate organizational buy-in and attain the initiative’s objectives.
• Prioritize actions based on what the organization needs to deliver.
•Overestimate the time and communications requirements at the outset.
Walgreens is faced with increasing competition in a commoditized market and seeks to differentiate itself through a revamped value proposition. However, it lacks the capabilities and organization structure to support its new differentiator.
Walgreens
INDUSTRYRetail Healthcare
REVENUE (2013)$72.22 billion USD
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Walgreens engages in key change management activities that ensure the organization is aware of, and prepared to support and execute, its front-line transformation.
Walgreens Key Lessons Learned
SolutionChallenge
CorporateStrategy
Corporate Development
Marketing
CompetitiveIntelligence
MarketResearch
SalesLeadership
R&D/Innovation
Investors/Finance
CEO
CorporateStrategy
Applicability to Executive Functions
Engage Stakeholders »
Solution Components
Nominate Change Champions »
Prepare Management for Change »
Communicate the Change »
Identify and Overcome
Roadblocks »
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The contents of these pages are copyright © Frost & Sullivan. All rights reserved.
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Source: Walgreens; Growth Team Membership™ research.
Overview Page . . . . . . . . 3
Walgreens New Strategic Direction . . . . . . . . . . . 4
Engage Stakeholders . . . . . 5
Nominate Change Champions . . . . . . . . . . 6
Prepare Management for Change . . . . . . . . . . 8
Communicate the Change . . . . . . . . . . . 10
Identify and Overcome Roadblocks . . . . . . . . . 11
Business Results . . . . . . 13
Key Lessons Learned . . . . 14
Supporting Tools & Resources . . . . . . . . 15
Five Key Objectives Outlined 15
Key Behaviors Defined 16
Store Walk Report—Illustrative Example 17
Target Behaviors by Adoption Stage 18
Contents
•Dedicated team: senior-level, cross-functional committee to manage the implementation
• Training: change management practices and tools for management staff
•Monitoring tool: customized tool to assess and track completion of key implementation activities by individual, role, or region
• Six-fold improvement in low-performer turnover
• 7 percent increase in customer satisfaction
• 20 percent increase in employee engagement
Business Results Resources Required
HEADQUARTERS Deerfield,Illinois,UnitedStatesGEOGRAPHIC FOOTPRINT United States, District of Columbia, and Puerto Rico
OWNERSHIP PublicEMPLOYEES (2012) 240,000
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The contents of these pages are copyright © Frost & Sullivan. All rights reserved.
best practice guidebookgrowth team m e m b e r s h i p™
Source: Walgreens; Growth Team Membership™ research.
Walgreens builds several change management practices into its strategy implementation and monitoring processesApplying Change Management to Strategy Implementation
Nominate Change ChampionsEngage Stakeholders Prepare Management
for ChangeCommunicate the
ChangeIdentify and Overcome
Roadblocks
ObjectiveBuild the capability to quickly identify and overcome roadblocks to strategy adoption
ObjectiveSpeed up the adoption of new practices throughout company
ObjectiveProvide managers the knowledge and tools to support employees throughout the implementation
ObjectiveIdentify individuals who can promote and champion the new strategy among peers
ObjectiveGenerate buy-in and encourage collaboration throughout the company
Activities•Create a Behavior
Assessment Map (BAM) to monitor the adoption of new behaviors and norms
•Use BAM Dashboards to identify patterns in adoption
•Create action plans to overcome region‑specificroadblocks to adoption
•Adjust the implementation plan for large-scale adoption roadblocks
Activities•Train management
on techniques for conductingdifficultconversations
•Communicate realistic expectations of the new strategy’s effects on each employee
Activities•Train management on
the change journey
•Provide management with tools and techniques to overcome resistant behaviors
Activities•Embed the strategy
using a cross-functional implementation team
•Nominate change champions to drive implementation
Activities•Engage senior
management through regular meetings
•Employ surveys to capture baseline information on processes and roles
•Conduct focus groups and workshops to co-develop new practices and processes
Implementation MonitoringStrategy Implementation
Final Two Stages in the Strategic Planning Cycle
Change Management Practices
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