1、二OO一年八月,Change Enablement轉(zhuǎn)變促成的基本方法,Why Are You Here?,Change Enablement should be a core competency of all BC practitioners. Change Enablement should be a part of all integrated solutions that we provide to our clients. Our Change Enablement philosophy allows us to customize our consulting approach t

2、o meet each clients unique organizational situation. A story ,Why change fails?,People refuse to change their behavior People find ways to get around the change People accept only portions of the change Managers operate in fire drill mode Organization remains reactive vs. proactive Change is resiste

3、d Business is disrupted to a greater degree than expected Resources (time, money, people) are wasted Market opportunities are lost Workforce morale declines,Whats the impact on future change?,People lose confidence in leadership Levels of change resistance increase Old ways of doing things become en

4、trenched Future change efforts require more time and money to change behavior,Charles Darwin,“It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change.”,Evolution Theory,The human side of change,“There is nothing more difficult to

5、 carry out, nor more doubtful of success, nor more dangerous to manage, than to initiate a new order of things. For the initiator has the enmity of all who would profit by the preservation of the old system, and merely lukewarm defenders in those who would gain by the new one.” Niccolo Machiavelli,“

6、The only person who likes change is a wet baby”,In many instances there are alternate views.,The change is the same for everybody,Change is different for every individual, we may all perceive it in different ways It wont, people will adapt the new system/process to their current behaviour People wil

7、l first want to know what they are losing, until they have clarity around this they will not focus on the future state Most organisations rate very poorly in terms of effective communication Provide evidence,Were already dealing with the people issues,Were excellent at communication,Motivate people

8、by informing them what the future will look like (how good it will be),Getting the technology in is the key. That will change behaviour,推動(dòng)企業(yè)轉(zhuǎn)變的動(dòng)力因素,電子商務(wù),虛擬組織,互聯(lián)網(wǎng),“知識(shí)經(jīng)濟(jì)”,兼并和收購(gòu),私有化,ERP,結(jié)構(gòu)精簡(jiǎn),電子商務(wù),成本管理,全球化,外包,戰(zhàn)略采購(gòu),業(yè)務(wù)轉(zhuǎn)型,什么是轉(zhuǎn)變,流程重組,轉(zhuǎn)變的成功率,安達(dá)信的經(jīng)驗(yàn),“除非被激勵(lì)，人們是不會(huì)自動(dòng)改變的，在企業(yè)變革中的最大挑戰(zhàn)是如何激勵(lì)人們停止使用他們堅(jiān)信是起作用的做法而去嘗試一種新的做

9、法” “理轉(zhuǎn)變的過(guò)程可能是顧問(wèn)所面臨的最大的挑戰(zhàn) 使得轉(zhuǎn)變發(fā)生是我們的客戶投入越來(lái)越多的時(shí)間和金錢與我們一起工作的原因，因此，轉(zhuǎn)變是我們真正的工作重點(diǎn)” “成功 來(lái)自于高層管理有效的溝通和全員參與，這樣每個(gè)人都清楚什么事情正在發(fā)生 我們發(fā)現(xiàn)對(duì)于我們正在致力于哪些問(wèn)題的開(kāi)誠(chéng)布公的溝通是取得成功的至關(guān)重要的條件”,主要的阻礙因素,轉(zhuǎn)變的阻力,Source: Information Week, June 20, 1994,現(xiàn)有體制的限制,領(lǐng)導(dǎo)層的承諾不足,缺乏領(lǐng)導(dǎo),不現(xiàn)實(shí)的期望,缺乏跨功能的團(tuán)隊(duì),不充分的團(tuán)隊(duì)和個(gè)人技能,技術(shù)類用戶沒(méi)有參與,項(xiàng)目范圍太窄,轉(zhuǎn)變的阻力,阻力的來(lái)源 不明白是什么業(yè)務(wù)問(wèn)題需

10、要通過(guò)轉(zhuǎn)變來(lái)解決 不相信自己的工作會(huì)由此變得容易 不具備在新環(huán)境下工作的技能 擔(dān)心自己的工作會(huì)被取代 害怕看起來(lái)很笨 對(duì)變化的恐懼 以前曾有過(guò)不成功的軟件實(shí)施,不能夠,不知道,不愿意,阻力的金字塔,績(jī)效考核 文化統(tǒng)一,領(lǐng)導(dǎo)力 個(gè)人和團(tuán)隊(duì)能力,溝通 員工參與,轉(zhuǎn)變促成策略,是什么阻礙成功的轉(zhuǎn)變,“The most daunting problems with technology implementation have nothing to do with technology. You can get all the technical issues right, and you will s

11、till die.”在實(shí)施新技術(shù)時(shí)，最麻煩的問(wèn)題其實(shí)和技術(shù)本身無(wú)關(guān)，你可能正確地處理好了所有的技術(shù)問(wèn)題，但是你可能還是失敗?！?“The No. 1 error in SAP installations is failure to invest adequately in change management.” “在SAP的實(shí)施中，第一號(hào)錯(cuò)誤就是沒(méi)有充分關(guān)注轉(zhuǎn)變管理” Michael Hammer麥克爾 哈默博士 Computerworld, “ Secrets to SAP Success (SAP成功的秘密) ,” September 8, 1997.,技術(shù)的因素,人的因素,影響轉(zhuǎn)變促成成

12、敗的主要因素,未來(lái) 狀況,目前 狀況,設(shè)計(jì),實(shí)現(xiàn),探討,實(shí)現(xiàn) - 進(jìn)行所期望的轉(zhuǎn)變， 評(píng)估結(jié)果并確定轉(zhuǎn)變計(jì)劃的調(diào)整,設(shè)計(jì) - 制定轉(zhuǎn)變計(jì)劃來(lái)縮短差距。確定在轉(zhuǎn)變過(guò)程中的主要任務(wù)和活動(dòng)。決定所需的架構(gòu)和管理機(jī)制,導(dǎo)入 - 設(shè)計(jì)和推行明確的、符合企業(yè)愿景的成果,結(jié)束 - 理解轉(zhuǎn)變對(duì)個(gè)人造成的影響，總結(jié)過(guò)去的經(jīng)驗(yàn)，為潛在的損失作好準(zhǔn)備,探索 - 克服恐懼和抗拒心理，嘗試轉(zhuǎn)變并確認(rèn)新的角色,開(kāi)始 - 建立新的價(jià)值觀、態(tài)度和識(shí)別標(biāo)志，并了解轉(zhuǎn)變實(shí)施所帶來(lái)的切實(shí)益處,織,組,轉(zhuǎn),變,人,個(gè),轉(zhuǎn),變,結(jié)束,入,導(dǎo),開(kāi),始,轉(zhuǎn)變促成框架,8 Best Practices for Change,1.Determ

13、ine organizational readiness & business case for change 2.Articulate a compelling vision for change 3.Design a tailored change architecture 4.Deploy a two-way, multi-audience communication strategy 5.Build leadership capacity & stakeholder commitment 6.Align organizational design & performance manag

14、ement systems 7.Build individual & team capacity to change 8.Align culture and change process,Determine Organizational Readiness & the Business Case for Change,Articulate the need for change Establish a business case for change Identify groups impacted by the change Assess change readiness Evaluate

15、history of change Identify key stakeholders Assess situational factors impacting the magnitude and readiness for change,Articulate a Compelling Vision for Change,Determine visioning process Articulate vision of future state Articulate business and organizational implications of the future state Arti

16、culate personal implications of the future state Align change effort with strategic goals and objectives Link change process to business and performance goals,Design a Tailored Change Architecture,If the organization has other change efforts underway, define overarching change architecture to integr

17、ate all initiatives Develop strategy to cascade change process throughout the organization Develop risk management strategy Develop transition strategy,Change Strategy,Change Structure,Establish change team structure, roles & responsibilities Define learning/training strategy for change team Integra

18、te change enablement activities into overall workplan Determine KPIs to measure success of the change effort,Deploy a Two-Way, Multi-Audience Communication Strategy,Segment and assess impacted change audiences Conduct communication audit Develop overall communication strategy for each phase of the c

19、hange process Design detailed components of communication plan for each phase of the change process (e.g. objectives, messages, sender, medium, frequency, and feedback mechanisms) Assess effectiveness of communication strategy on a regular basis Conduct recognition programs and events to celebrate s

20、uccess stories,Build Leadership Capacity & Stakeholder Commitment,Identify key stakeholder groups and assess their commitment to the change process Develop strategy to muster political sponsorship and make leadership commitment visible throughout change process Educate leadership on “human side” of

21、change Determine leadership roles and behaviors required to support the change process Assess leadership team competencies Develop customized training curriculum for leadership team Provide individual coaching and feedback to leadership team members, as needed,Align Organizational Design &Performanc

22、e Management Systems,Determine impact of change on: Organizational structure Work processes Individual job requirements Align/Revise job requirements Align/Revise competency profiles Develop workforce transition strategies Align/Revise performance goals and measures Align/Revise rewards and recognit

23、ion system Align/Revise performance management /appraisal process,Build Individual & Team Capacity to Change,Educate employees on “human side” of change Assess potential sources of resistance to change Develop coaching and feedback strategies to overcome areas of resistance to change and facilitate

24、individual transitions Determine new skills and competencies required to implement the change process Conduct training needs assessment Design skill acquisition strategy Design training events and materials Conduct individual/team training sessions and activities,Align Culture and Change Process,Con

25、duct cultural audit to identify organizational values Identify behaviors and values required to successfully implement the change process Review fit between required values and current organizational culture If necessary, define new organizational values and behaviors Design ongoing events to reinfo

26、rce and sustain the desired behavioral changes,1、建立轉(zhuǎn)變的能力是戰(zhàn)略性發(fā)展的需要 2、建立轉(zhuǎn)變的能力是一個(gè)漸進(jìn)的過(guò)程 3、轉(zhuǎn)變的過(guò)程必須與業(yè)務(wù)目標(biāo)和考核目標(biāo)結(jié)合起來(lái) 4、有效的轉(zhuǎn)變過(guò)程需要對(duì)組織架構(gòu)進(jìn)行系統(tǒng)性的審視 5、轉(zhuǎn)變的過(guò)程只能“促成”，而不能“管理”,轉(zhuǎn)變的原則,轉(zhuǎn)變的原則,6、轉(zhuǎn)變的過(guò)程同時(shí)包含了組織的轉(zhuǎn)變和個(gè)人的轉(zhuǎn)變 7、行為的轉(zhuǎn)變是對(duì)預(yù)期的需求滿足程度的反映，情緒因素大于智力因素 8、對(duì)轉(zhuǎn)變的抵制是不奇怪的，它取決于當(dāng)事人對(duì)轉(zhuǎn)變結(jié)果的預(yù)測(cè) 9、為數(shù)不多的轉(zhuǎn)變促成最佳實(shí)踐決定了大多數(shù)轉(zhuǎn)變的成敗 10、轉(zhuǎn)變的策略是需要因地制宜的 保護(hù)

27、改革者！,The Need for Change: The 20-60-20 Rule,Change Agents,Fence Sitters,Tree -Huggers,員工的轉(zhuǎn)變 - 概論,不確定,懷疑,認(rèn)同,結(jié)束舊模式探索新模式開(kāi)始實(shí)行新模式,積極反應(yīng),消極反應(yīng),不確定,興奮 責(zé)備 迷惑 受挫 保守 否定,員工通常的心理反應(yīng),員工的轉(zhuǎn)變 -結(jié)束舊模式,員工通常的行為反應(yīng) 缺勤率提高 公開(kāi)或私下回避變革 降低對(duì)集體活動(dòng)的參與感 公開(kāi)或私下的抱怨 行業(yè)訴訟，怠工或進(jìn)攻性行為 生產(chǎn)出現(xiàn)波動(dòng) 生活習(xí)慣受到影響 員工的質(zhì)疑增加 更迫切了解各類消息和信息,不確定,興奮 責(zé)備 迷惑 受挫 保守 否定,

28、員工的轉(zhuǎn)變 -結(jié)束舊模式,主要對(duì)策 將信息通知員工 解釋期望目標(biāo) 以尊重的態(tài)度對(duì)待過(guò)去 能夠預(yù)期并接受員工心理變化 公開(kāi)地承認(rèn)并理解員工心理 不要試圖說(shuō)服員工不產(chǎn)生情緒 溝通再溝通 使員工感受到領(lǐng)導(dǎo)層的支持 使員工感受到人力資源部門的支持 提供實(shí)際幫助脫離困惑,不確定,興奮 責(zé)備 迷惑 受挫 保守 否認(rèn),員工的轉(zhuǎn)變 -結(jié)束舊模式,不確定,懷疑,創(chuàng)造力 改革 焦慮 抵制 迷惑,員工常見(jiàn)的心理反應(yīng),員工的轉(zhuǎn)變 -探索新模式,懷疑,意見(jiàn)與建議增加 對(duì)機(jī)會(huì)與可能性的認(rèn)同感增加 更愿意嘗試新事務(wù)（如技術(shù)、角色，責(zé)任） 學(xué)習(xí)新技能,消極行為,積極行為,員工可能不清楚未來(lái)的方向 缺勤率、遲到率,出錯(cuò)率提高

29、多種形式的抵制行為 事情的輕重緩急被混淆 信息被錯(cuò)誤地理解/交流；謠言增加,員工的轉(zhuǎn)變 -探索新模式,創(chuàng)造力 改革 迷惑 焦慮 抵制,提供指導(dǎo)和方向，領(lǐng)導(dǎo)的支持隨處可見(jiàn) 建立過(guò)渡性的組織機(jī)構(gòu) 制定與工作變化相應(yīng)的行為計(jì)劃 鼓勵(lì)員工參與變革過(guò)程的每一階段 經(jīng)常性地了解員工關(guān)心的問(wèn)題與期望，給予積極的反饋 通力合作，建立工作小組之間的橋梁 對(duì)于暫時(shí)持抵制態(tài)度的員工，允許其回避 向人力資源部尋求建議或幫助,主要對(duì)策,員工的轉(zhuǎn)變 -探索新模式,不確定,懷疑,認(rèn)同,成就感 高昂的士氣 積極學(xué)習(xí) 放松自己 不確定感 矛盾情緒,員工通常的心理反應(yīng),員工的轉(zhuǎn)變 -開(kāi)始實(shí)施新模式,員工通常的積極行為反應(yīng) 團(tuán)隊(duì)工

30、作與合作增加 員工集中精力，效率提高 投入與創(chuàng)造性建議增加 學(xué)習(xí)增加，技能提高 對(duì)變革持積極態(tài)度甚至感到興奮,認(rèn)同,成就感 高昂的士氣 積極學(xué)習(xí) 放松自己 不確定感 矛盾情緒,員工的轉(zhuǎn)變 -開(kāi)始實(shí)施新模式,認(rèn)同,成就感 高昂的士氣 積極學(xué)習(xí) 放松自己 不確定感 矛盾情緒,主要對(duì)策 鼓勵(lì)高級(jí)管理者與員工交流宗旨/戰(zhàn)略 同員工一起制定他們的工作目標(biāo) 設(shè)計(jì)快速成功的機(jī)會(huì)(Quick Win) 對(duì)個(gè)人或小組進(jìn)行新的價(jià)值觀，技能與行為的培訓(xùn) 實(shí)施轉(zhuǎn)變時(shí)，公開(kāi)通知個(gè)人與團(tuán)體 指導(dǎo)轉(zhuǎn)變過(guò)程并進(jìn)一步激發(fā)員工對(duì)變革的熱情 如必要，可以要求援助/或向人力資源部求助,員工的轉(zhuǎn)變 -開(kāi)始實(shí)施新模式,不確定,懷疑,認(rèn)同

31、,結(jié)束舊模式探索新模式 開(kāi)始實(shí)施新模式,員工的轉(zhuǎn)變 - 總結(jié),員工的轉(zhuǎn)變 - 總結(jié),我們發(fā)現(xiàn): 如果只移動(dòng)冰山的頂部，人的因素被忽略了 按照我們的經(jīng)驗(yàn)，在許多組織中成功轉(zhuǎn)變的最大的障礙是沒(méi)有正確地估價(jià)人的因素 實(shí)際上， 70% 的企業(yè)認(rèn)為導(dǎo)致本企業(yè)轉(zhuǎn)變失敗的主要原因是人的因素,改革之風(fēng),移動(dòng)組織的冰山,領(lǐng)導(dǎo),態(tài)度,技能,行為,價(jià)值觀,文化,流程,戰(zhàn)略,系統(tǒng),組織架構(gòu),支持改革的行為,領(lǐng)導(dǎo),態(tài)度,技能,行為,價(jià)值觀,文化,流程,戰(zhàn)略,系統(tǒng),組織架構(gòu),Top 10 Realities About Change Enablement,6. An organizations capacity to c

32、hange evolves over time.,7. Capacity to change is becoming a strategic imperative for our clients.,8. Historically, our change efforts, and those of our clients have ignored the ”human” side of change.,9. Most of our clients are not very good at dealing with change.,10.Change is changing!,Top 10 Rea

33、lities About Change Enablement,1.Firm developers of CE actually have no political affiliations whatsoever (that they make public anyway).,2. The Change Enablement team is a diverse group combining consulting, industry, service line and academic expertise.,3. Change Enablement is a professed core com

34、petency of Arthur Andersen Business Consulting.,4. The best time to get Change Enablement involvement on your engagement is during the proposal development process.,5. Focusing on the 8 Best Practices will help enable change at your clients.,案例介紹,轉(zhuǎn)變促成小組的價(jià)值,借鑒國(guó)際和國(guó)內(nèi)轉(zhuǎn)變促成的經(jīng)驗(yàn)， 通過(guò)一系列的調(diào)查和分析活動(dòng)， 協(xié)助企業(yè)的各個(gè)業(yè)務(wù)部門了

35、解SAP實(shí)施的阻力和推動(dòng)力， 并提供具體的建議以推動(dòng)SAP系統(tǒng)的成功應(yīng)用； 同時(shí)，也為企業(yè)的其它轉(zhuǎn)變過(guò)程提供方法和經(jīng)驗(yàn)。,I 簡(jiǎn)介實(shí)現(xiàn)持久轉(zhuǎn)變的公式,持久的轉(zhuǎn)變,沒(méi)有行動(dòng),相應(yīng)的組織架 構(gòu)和工作流程,轉(zhuǎn)變的需要,清晰的 愿景共識(shí),管理層的支 持和行動(dòng),員工參與,績(jī)效評(píng)估,沒(méi)有方向,沒(méi)有歸屬感,沒(méi)有系統(tǒng)的解決方案,沒(méi)有結(jié)果,持久的轉(zhuǎn)變,沒(méi)有帶頭人,1)公司管理層的參與程度 2)內(nèi)部溝通 3)員工培訓(xùn) 4)個(gè)人發(fā)展與公司的關(guān)聯(lián)程度 5)公司決策的員工參與程度 6)公司內(nèi)部的工作氛圍和團(tuán)隊(duì)精神 7)公司的提高完善 8)企業(yè)資源計(jì)劃系統(tǒng)應(yīng)用,我們?cè)谡{(diào)查中將六十九個(gè)問(wèn)題分成以下八個(gè)大類:,II 抽樣調(diào)查概況,樣例,III 調(diào)查發(fā)現(xiàn)總體分析,平均值,均方差,總體平均：4.2,公司管理層的參與程度,內(nèi)部溝通,員工培訓(xùn),個(gè)人發(fā)展與公司的關(guān)聯(lián)程度,公司決策的員工參與程度,公司內(nèi)部的工作氛圍和團(tuán)隊(duì)精神,公司的提高完善,企業(yè)資源計(jì)劃系統(tǒng)應(yīng)用,樣例,III 調(diào)查發(fā)現(xiàn)關(guān)鍵動(dòng)力與關(guān)鍵阻力,Importance,Average,較高,良好,有待改進(jìn),較低,員工培訓(xùn) (3.6,0.816),公司內(nèi)部的工作氛圍和團(tuán)隊(duì)精神 (4.3,0.409),個(gè)人發(fā)展與公司的關(guān)聯(lián)程度 (4.1,0.493),公司的 提高完