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Performance Management Systems ? Determine impact of change on: ? Organizational structure ? Work processes ? Individual job requirements ? Align/Revise job requirements ? Align/Revise petency profiles ? Develop workforce transition strategies ? Align/Revise performance goals and measures ? Align/Revise rewards and recognition system ? Align/Revise performance management /appraisal process Build Individual amp。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. Determine anizational readiness amp。 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(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)” “Information Superhighway” 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 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(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(qián)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 20% 40% 60% 80% 100% 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(lèi)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 沒(méi)有能力 不知道 不愿意 是什么阻礙成功的轉(zhuǎn)變 ? “The most daunting problems with technology implementation have nothing to do with technology... Yo