Change Management Excellence.pdf ^NEW^
Organizational Change Management (OCM) is a framework for managing the effect of new business processes, new technology, shifting economic landscapes, or changes in organizational structure and culture within an enterprise. Simply put, OCM addresses the people side of change.
Change Management Excellence.pdf
Following a decade of work with leading fast-moving consumer-goods companies around the world, we have codified a set of customer- and channel-management best practices that allow CPG companies to address the challenges cited above and capture a disproportionate share of growth in emerging markets.
Specifically, the best-performing companies ask themselves four fundamental questions, the answers to which collectively make up a menu of approaches for achieving customer- and channel-management excellence: What are our growth priorities? What is our distinctive value proposition? How will we deliver on our value proposition? How will we enable change? Companies can apply various tools and technologies to address these four key considerations (Exhibit 2). As the following examples show, the chosen levers and approaches will be different for every company, and even for different business units within a company, depending on strategic intent and local context.
Once the company identified its highest-priority categories, cities, and outlets, it was able to allocate resources more effectively and make decisions relating to distribution, sales-force effectiveness, and change management more easily.
Global producers of consumer goods often cite unstable supply-chain infrastructures and sourcing conditions as an obstacle to providing seamless delivery and high levels of customer service. The best-performing companies in emerging markets are meticulous about distributor segmentation and view account management from a holistic perspective.
Our research suggests that by asking each of the four critical questions and developing a tailored approach to customer channel management, companies can capture a disproportionate share of growth in emerging markets.
The purpose of the paper is to make a case for achieving business excellence through sustainable change management. Business excellence is defined through the Baldrige Performance Excellence Criteria. Sustainable change management has three pillars: enlightened leadership to provide change direction, great project management to manage technical aspects of change, and excellent talent management for implementing the change. All three pillars will be discussed in this paper along with successful examples of sustainable change management practices from various sectors.
The paper provides insights about how sustainable change is achieved to propel an entity toward business excellence. It suggests that leadership is central in initiating the change for the benefit of the enterprise. To successfully manage change, strong project management skills are crucial. Without proper talent management, change initiatives will falter.
The Administrative Divsion supports Berkeley's academic mission through strategic policy and managerial leadership of operations. Comprised of twelve distinct departments and the Vice Chancellor's immediate office, the division employs staff in service, technical, clerical, management, professional, and police roles.
Below are the program management templates and resourcces for all OE Program projects. The templates are provided in an editable form (as well as in PDFs), so you can customize them to meet specific needs; also available for download are guides that promote success for campus project teams.
One of the steps taken when building this capability is to create a structure to support change management in the organization, usually in the form of a change management office (CMO), center of excellence (CoE), community of practice (CoP), or some other entity dedicated to change management.
Functionally, the group increases effectiveness and efficiency of change management by providing commonality and a single go-to point. The group also delivers value and creates credibility for the change management capability journey by demonstrating the commitment senior leaders have made in establishing this center.
For more than two decades, Prosci's benchmarking research has revealed the best practices and top trends in change management, resulting in the largest body of knowledge on change management in the discipline. Since 2013, Prosci has asked research participants about the CMOs and functional groups dedicated to change management in their organizations. A synopsis of the current state of the CMO/functional group follows.
2019 participants reported a slight decrease in CMOs/functional groups dedicated to change management, with 38% of respondents reporting that their organizations had established one. Larger organizations were more likely to have a CMO/functional group. The top five industries that reported having a CMO or functional group were Education Services, Health Care, State Government, Other Government, and Food and Beverage. As expected, organizations with higher levels of change management maturity were more likely to have a CMO/functional group than those with lower maturity levels.
Most CMOs or change management functional groups were not all that big. Nearly half of the study participants reported CMOs/functional groups of between two and five employees. Just under one-fifth of respondents reported functional groups with more than ten employees. CMOs tend to be a small group of subject matter experts that support change management rather than a full bench of change practitioners, according to the research.
Prosci supports many innovative clients in building their organizational change management capability. While the goal is to bring a holistic perspective that includes various levers, the establishment of a structural change management group is quite common. Rather than prescribing a universal solution, we need to ask and answer three questions to build the best CMO:
Your choice also depends on where sponsorship and change management application resources (i.e., people) reside in the organization. And there are better and worse choices for CMO designs given your unique organization and the change management capability journey you're on.
The decision criteria below emerged from Prosci research and our experience coaching organizations along their change capability journeys. Each factor may be a pro (+), neutral (O) or a con (-) for the various locations you're evaluating.
The winners of the future will be those who can out-change the competition while staying aligned with customer demands. Organizational agility will be key, and a developed change management capability is central to increasing agility. The establishment of a CMO or functional group serves to increase change management application, maturity and credibility. CMOs come in all shapes and sizes, but three key questions will help you develop yours most effectively: What should it do? How should it look? and and Where should it live?
Leaders in the field cite the following as core competencies for operational excellence staff: the ability to drive performance in line with strategy, strong leadership and engagement skills, cultural fluency, vision, expertise in continuous improvement, knowledge of process transformation, and risk management.
Standard for Change Management advances the profession by establishing a common understanding of the discipline of change management to help leaders and practitioners achieve and sustain change objectives. The clear and consistent definitions of change management terminology help professionals establish themselves as global leaders of change.
The Certified Change Management Professional (CCMP) is a global professional credential developed based on the Standard. The CCMP ensures practitioners understand the Standard and how to apply it to change projects across industries.
When ACMP launched in 2011, it represented a significant milestone in the field of Change Management. Other Change Management organizations can rightly claim specific areas of expertise, such as defining best practices supported through research, delivering knowledge and skills through training programs, creating unique methodologies which help shape strategy and execution, and providing quality consulting services. ACMP fills an equally important but complementary role, providing practitioners a professional association devoted to helping them to advance the discipline and increase change effectiveness around the world. It is generally agreed in academic research that there are three required components in order to be considered a profession - the development of a unique set of professional standards, the creation and maintenance of a certification process, and the establishment of behavioral guidelines which govern the profession as a whole. Each is equally important, and a profession cannot exist successfully without all three.
The Standard Working Group (SWG), led by Sumreen Ahmad, Standards Working Group Chair (pictured left), compiled and coordinated the collected research and documentation on the practice of change management to formulate and draft the first legally defensible, globally accepted standard for Change Management.
For example, switching from one video conferencing system to another may seem like an easy change, but anyone who has been forced to make that switch can tell you that small frustrations such as having to hunt down the share-screen button or navigate mic-muting options can lead to a serious dislike for the new tool. Change management models prepare you for change resistance and guide you and your employees towards a successful implementation of change.
Change management models are concepts, theories, and methodologies that provide an in-depth approach to organizational change. They aim to provide a guide to making changes, navigating the transformation process, and ensuring that changes are accepted and put into practice. 041b061a72