The Ten Keys to Successful Change Management

by Pendlebury, A. John; Grouard, Benoî; t; Meston, Francis

• ISBN13: 9780471979302
• ISBN10: 0471979309
• Edition: 1st
• Format: Hardcover
• Copyright: 1998-06-08
• Publisher: Wiley

Summary

The Ten Keys to Successful Change Management John Pendlebury, Benoît Grouard and Francis Meston Today's organisations need to be able to anticipate change and adapt and transform continuously and rapidly to stay ahead of the curve. Change management is a difficult art. Those responsible for it are faced with extremely complex phenomena against which traditional management methods and models are virtually useless. The objectives of this book are twofold: to describe the dynamics of change, its causes, its pitfalls and the criteria for success in a way which will help senior managers to drive their business forwards and achieve change more quickly. to present a practical way of managing change in the form of ten specific keys which unlock tools and techniques drawn from the author's extensive experience. The operational methods and dynamic vision of the change management process set out in this book makes it invaluable to any organisation embarking upon or embracing change. "Before you decide you've heard all you want about the subject of change, I recommend that you read The Ten Keys to Successful Change Management. This book can help you cope with today's frenetic pace by giving you ten practical and memorable steps for managing change. The author's systematic approach is refreshing and insightful." Les Alberthal, Chairman and Chief Executive Officer EDS Corporation

Author Biography

<b>John Pendlebury</b> is Director for the Manufacturing, Retail and Distribution sectors for EDS in Europe, Middle East and Africa, and previously a Vice President of A.T. [e-mail] <b>Benoit Grouard</b> is Founder and Chairman of Metapoles, a consultancy firm specializing in the use of new technologies for achieving major transformations and in the implementation of multimedia management systems. He regularly addresses senior executives on new approaches for extensive and high-speed change. [e-mail] <b>Francis Meston</b> is a Vice President of the international management consultancy A.T. Kearney. He works on major change programmes throughout Europe and in the US for clients in engineering, telecommunications and retail sectors. He is a frequent speaker on the subject of transformation strategy for executive audiences and has featured in many business publications. [e-mail] Through their work they have collaborated with large international organisations in strategy setting, operational implementation, the use of enabling techniques, and integrated programmes of change.

Table of Contents

Foreword	xi	(4)
Preface	xv
1 Business and change	1	(20)
The Need For Change	1	(5)
The Driving Forces For Change	6	(5)
External Forces	8	(2)
Internal Forces	10	(1)
The Different Types of Change	11	(10)
Depth of Change	12	(2)
Speed of Change	14	(2)
How Change is Implemented	16	(5)
2 The domain of change	21	(14)
The Complexity of Businesses and Change	21	(5)
Consistency	22	(1)
Ambiguity	22	(1)
Uniformity	23	(1)
Disparity	23	(1)
Managing Diversity	24	(2)
The Five Dimensions of Change	26	(9)
Strategy	26	(2)
Structure	28	(1)
Systems	29	(1)
Culture	30	(2)
Management Style	32	(3)
3 The ten keys to change	35	(18)
The Basic Principles	36	(4)
Globality	36	(2)
Dislocation	38	(1)
Universality	38	(1)
Indeterminacy	39	(1)
The Ten Keys to Change	40	(8)
Key 1: Defining the Vision	42	(1)
Key 2: Mobilising	43	(1)
Key 3: Catalysing	44	(1)
Key 4: Steering	44	(1)
Key 5: Delivering	45	(1)
Key 6: Obtaining Participation	45	(1)
Key 7: Handling the Emotional Dimension	46	(1)
Key 8: Handling the Power Issues	46	(1)
Key 9: Training and Coaching	46	(1)
Key 10: Communicating Actively	47	(1)
Varying the Method to Suit the Types of Change	48	(5)
4 Key 1: Defining the vision	53	(20)
The Role of the Vision	53	(1)
The Nature of the Vision	54	(2)
The Content of the Vision	56	(7)
Developing the Vision	63	(4)
Stage 1: Formalise the Need for Change	64	(1)
Stage 2: Identify the Issues at Stake in Change	65	(1)
Stage 3: Develop Alternative Visions	65	(1)
Stage 4: Choose the Appropriate Vision	66	(1)
Stage 5: Formalise the Vision	67	(1)
Case Study on Defining the Vision: Rolls-Royce Aerospace Group	67	(6)
5 Key 2: Mobilising	73	(26)
The Objectives of Mobilising	73	(2)
How to Tell When an Organisation is Correctly Mobilised	75	(1)
Three Approaches to Mobilisation	76	(18)
Approach 1: A Chain of Seminars	77	(4)
Approach 2: Focused Analysis and Programming	81	(11)
Approach 3: Change Workshops	92	(2)
Critical Success Factors	94	(2)
Case Study on Mobilising: Philips	96	(3)
6 Key 3: Catalysing	99	(20)
Structure and Mechanism	100	(1)
Role of Senior Management	100	(3)
The Change Facilitation Team	103	(3)
Team Leader Profile	104	(1)
Team Member Profile	104	(2)
The Expert Teams	106	(6)
Team Leader	108	(1)
The Facilitator	109	(1)
The Team Members	109	(3)
The Administrative and Operational Divisions	112	(1)
The Support Teams	112	(2)
The Financial Results Team	112	(1)
The Communication Team	113	(1)
The Training Team	113	(1)
Case Study on Catalysing: Electronic Data Systems (EDS) Corporation	114	(5)
7 Key 4: Steering	119	(22)
Making a `Logical Breakdown' of the Change Process	120	(6)
Planning the Change Process	126	(2)
Day-to-day Monitoring of the Progress of Change	128	(1)
Facilitating and Accelerating Change	129	(2)
Acting as an Objective Source of Ideas and Opinions	131	(1)
Monitoring Changes in Power Relations	132	(2)
Identifying and Making Available Techniques and Tools	134	(1)
Initiating and Monitoring Coaching	135	(1)
Harmonising Application of the Ten Keys to Change	135	(1)
Case Study on Steering: Electronic Data Systems	136	(5)
8 Key 5: Delivering	141	(38)
The Issues at Stake	141	(4)
Achieving Both Physical and Psychological Goals	141	(2)
Developing the Business's Capacity for Change	143	(1)
Combining Radical Change with Continuous Improvement	144	(1)
The Principles Underlying Delivery	145	(6)
Changing Roles and Responsibilities Before Attempting to Modify Behaviour or Culture	146	(2)
Ensuring Widespread Participation as Early as Possible	148	(1)
Allowing Room for Autonomy Within the Framework Defined by the Vision	149	(1)
Adapting the Delivery Process to Suit Those Taking Part	149	(2)
Positioning of Delivery	151	(3)
The Procedure in Detail	154	(20)
Launch	154	(2)
Critical Analysis of the Status Quo	156	(3)
Selecting the Target and Objectives	159	(5)
Short-term Improvements	164	(1)
Pilot Tests	165	(3)
General Application	168	(2)
Monitoring Results	170	(2)
Systems Implementation	172	(2)
Case Study on Delivering: France Telecom	174	(5)
9 Key 6: Obtaining participation	179	(18)
The Essential Role of Participation	179	(3)
Some Techniques	182	(4)
Establishing Teams	182	(1)
The Interface Between the Expert Teams and the Rest of the Staff	183	(3)
Rates and Levels of Participation	186	(4)
Critical Conditions for Success	190	(3)
Guiding Without Attempting to Control	191	(1)
Handling Expectations at the Lower Levels of Management	192	(1)
Following Up Ideas and Initiatives	192	(1)
Granting the Right to Make Mistakes	193	(1)
Case Study on Creating Participation: Rolls-Royce Aerospace Group	193	(4)
10 Key 7: Handling emotions	197	(28)
The Emotional Dimension of Change	197	(10)
Common Causes of Resistance	199	(8)
Handling the Emotional Dimension	207	(10)
Stage 1: Diagnosing the Current Situation	207	(2)
Stage 2: Identifying and Monitoring Resistance and Mental Blockages	209	(5)
Stage 3: Dealing with Resistance and Mental Blockages	214	(2)
Active Forces Analysis (AFA)	216	(1)
Group Problem-Solving	217	(3)
Case Study on Managing Emotional Barriers To Change: The Leicester Royal Infirmary NHS Trust	220	(5)
11 Key 8: Handling the power issues	225	(20)
The Power Issues of Change	225	(6)
Redirecting Power Towards the New Objectives	231	(9)
Phase 1: Defining the Planned Balance of Power	232	(2)
Phase 2: Handling the Power Issues	234	(4)
Phase 3: Using New Systems and Procedures to Redirect Power	238	(2)
Case Study on Managing Power Relations: Leicester Royal Infirmary NHS Trust	240	(5)
12 Key 9: Training and coaching	245	(22)
Assessing Training and Coaching Needs	246	(3)
Training	249	(4)
Coaching	253	(6)
Coaching Managers	253	(3)
Feedback or `The Mirror Effect'	256	(3)
The Self-Development Dynamic	259	(4)
Case Study on Training and Coaching: France Telecom	263	(4)
13 Key 10: Communicating actively	267	(18)
The Aims of Communication	267	(3)
Principles of Communication	270	(3)
The Communicators	273	(4)
The Means of Communication	277	(5)
Briefing Meetings	278	(1)
Discussion Meetings	279	(1)
Exhibition Rooms	279	(1)
In-house Journals	280	(1)
Voice Messaging and Viewdata Systems	280	(1)
Video Systems	281	(1)
Case Study on Communication: Philips	282	(3)
Conclusion	285	(2)
Bibliography	287	(2)
Index	289