reflection 111
tao
class22-movement.pptxResources, Movements, & Timing
Designing Effective Organizations
BUAD 422
Nathan A. Bragaw, PhD
1
Administrivia
11/14 – Politics
11/19 – Renfield Farms Case
11/21 – Test 3
12/3 – Guest Speaker; final grades
2
Current Star
Future Star
PRoMPT Model of Org Change
Persuasion
Resources
Moves Toward Alignment
Politics
Timing
3
Change isn’t free.
Dedicate funds for the change initiative.
Staff the change initiative
Monitor and control the change initiative.
- develop metrics and milestones
Provide resources for the change.
Resources
4
Resource considerations
Dedicated vs. Split
Dedicated have full time responsibility for success
Split maintain current work in addition to overseeing change
Core issue is span of control for change project
Employee experience
Diversity of tasks
Complexity of tasks
Task interdependence
Organizational turbulence
How much budget should be set aside?
One of the top reasons why change initiatives fail is insufficient resources devoted to effort – time, money, people
5
Make moves around the entire star.
Make moves in functional areas also.
- e.g., operations, marketing, R&D, etc.
Make the moves visible.
Make early and on-going moves toward new alignment.
Moves Toward New Alignment
6
Organizational Change ALWAYS takes longer than you anticipate
Duration of the change campaign is a minor factor in success.
More important: Success depends on how frequently the change campaign is reviewed. Every 6-8 weeks is ideal.
Think in terms of waves, phases and “way stations”.
Remember the importance of early wins.
Be humane with stragglers, but don’t gear the pace to them.
Have a conscious plan for pace and sequence of changes.
Agenda of review: • progress • new roadblocks/issues • modify game plan • next steps
Timing
7
Change Plan
| Timing | |||||
| 2019 Dec | 2020 Jan | 2020 Feb | 2020 Mar | ||
| Persuasion | |||||
| Resources | |||||
| Moves Toward New Alignment | Strategy | ||||
| Structure | |||||
| Process | |||||
| People | |||||
| Rewards | |||||
| Politics |
8
Change Plan
| Timing | |||||
| 2019 Dec | 2020 Jan | 2020 Feb | 2020 Mar | ||
| Persuasion | Brief Division heads | CEO announcement Divisional meetings | New Exec lunches with teams | EOQ Launch party | |
| Resources | Identify people for Project Mgmt Office on change | Set aside budget for change initiative | Finalize launch party Set Q2 goals | Go-NoGo meeting Schedule Press | |
| Moves Toward New Alignment | Strategy | Finalize decision of new strategy | Prepare for Q2 market launch | ||
| Structure | Announce new structure | Complete office relocations | |||
| Process | Designate coordinators | Engineering gate Enter final Q.A. | Marketing gate Support hand off | ||
| People | Identify new Exec to run business | Move personnel to PMO | Hire new Sales | Train sales | |
| Rewards | Set goals & bonus for PMO | Announce new sales comp plans | Spot bonus key players | ||
| Politics | Approach Senior Employees about need for change | CEO lunch with passed over VPs | Identify roadblocks; set action plans |
9
Key Takeaways from Class
Change efforts take more than just announcements… more time, more people, more money
Change efforts should be planned out according to the rhythms of the company
Timing of the change efforts are meant to ease the transition while ensuring its completion
10
For Next Class
Politics
11
