安達信-轉(zhuǎn)變促成的基本方法(已修改)
2025-01-30 17:52 本頁面
【正文】 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 petency 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 to meet each client39。s unique anizational 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 resisted ? Business is disrupted to a greater degree than expected ? Resources (time, money, people) are wasted ? Market opportunities are lost ? Workforce morale declines What’s the impact on future change? ? People lose confidence in leadership ? Levels of change resistance increase ? Old ways of doing things bee entrenched ? 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 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 “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 won’t, people will adapt the new system/process to their current behaviour ? People will first want to know what they are losing, until they have clarity around this they will not focus on the future state ? Most anisations rate very poorly in terms of effective munication ? Provide evidence ? We’re already dealing with the people issues ? We’re excellent at munication ? Motivate people 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 推動企業(yè)轉(zhuǎn)變的動力因素 電子商務 虛擬組織 互聯(lián)網(wǎng) “知識經(jīng)濟” “Information Superhighway” 兼并和收購 私有化 ERP 結(jié)構(gòu)精簡 電子商務 成本管理 全球化 外包 戰(zhàn)略采購 業(yè)務轉(zhuǎn)型 什么是轉(zhuǎn)變 流程重組 不是很成功 非常成功 一般成功 尚未產(chǎn)生結(jié)果 不確定 33% 27% 27% 9% 4% 轉(zhuǎn)變的成功率 安達信的經(jīng)驗 ? “除非被激勵，人們是不會自動改變的，在企業(yè)變革中的最大挑戰(zhàn)是如何激勵人們停止使用他們堅信是起作用的做法而去嘗試一種新的做法” ? “理轉(zhuǎn)變的過程可能是顧問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越多的時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” ? “成功 … 來自于高層管理有效的溝通和全員參與，這樣每個人都清楚什么事情正在發(fā)生 … 我們發(fā)現(xiàn)對于我們正在致力于哪些問題的開誠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 20% 40% 60% 80% 100% Source: Information Week, June 20, 1994 現(xiàn)有體制的限制 領(lǐng)導層的承諾不足 缺乏領(lǐng)導 不現(xiàn)實的期望 缺乏跨功能的
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