【正文】 of realities,Restructure field organization,To answer the question, “How should change happen?” , the OP developed the “organizational transformation triangle” that summarizes the three basic management tasks when dealing with change. Their relative emphasis may vary, but all three of them have to be managed to achieve fundamental behavioral change.,TRANSFORMATION TRIANGLE,The wellknown GE “workout!” change program included elements from each dimension of the transformation triangle.,GE “WORKOUT!”,Topdown direction setting/culture shaping No.1 or No.2 in every business “speed, simplicity, selfconfidence” Delayering Best practices workshops,Bottomup performance improvement Town meetings: 2 to 5 day interactive sessions “Brand name” quality processes Operations: unitbyunit redesign,Core process redesign Project teams to identify crossfunctional issues Process mapping,The client should seek an appropriate balance across all three dimensions of the transformation triangle. Overreliance on any dimension will impede change.,BALANCE ON 3 DIMENSIONS IS KEY,The OP has defined a wide array of change approaches. Each change approach strikes a unique balance among the dimensions of the transformation triangle. Your challenge is finding the change approach that strikes the balance appropriate for your client situation.,OVERVIEW OF 5 PERFORMANCE CHANGE APPROACHES,No matter what change program is selected, the following six energizing elements should be addressed. By addressing each one, the client builds the energy required to make organizations change.,ENERGIZING ELEMENTS,Ambitious, measurable objectives Reinforcing feedback Consequences,Winning formula Winning leadership group,Doerdriven Factbased Peopleintensive,New mindset New skills, behavior,Systems and process Structure Roles,Build commitment Establish 2way flow Manage expectations Inspire action,The OP has a wealth of experience and research to support the design of each element of a change program.,World benchmarks Project performance indicators framework Performance maps Performance contracts pro forma Best practice examples,Leading for success CEO timeleverage manual,Analytical tool kit framework Analytical problem solving workshop “data to chart” video and workbooks Client advocacy videos Skill/will/diagnostic Continuous improvement principles workshop Best practice examples,Core process redesign Example role description “7S” checklist,Communications coordination teamjob specifications Communications channels audit Stakeholder analysis Communications plan Communications workshop Best practice examples,POSSIBLE ACTIVITIES/TOOLS,Framework for designing skillbuilding programs Discrete training modules — management skills (MFS), leadership skills(LFS), building highperforming teams, project management guide, designing ongoing improvement Discrete tools — RJDs, timeusage logs, changereadiness surveys, signaling change tool kit, how to run a training workshop Beliefs/behaviorprompt sheet — staff activity survey Best practice examples,Accountbased “action learning” program,Multinational skill teams with 6 credible champions Pilot effort with leadership to get buyin and advice,The leader skill for becoming $1 billion President as sponsor,Input Account plans People trained Outputs Price Share,Awareness building – President’s road show Skill building through workshops Reinforcement through VBSS network bulletins,Account teams Global account managers Account planning,VBSS,Associates will often step up to manager roles on engagements that address organization issues and/or implement change. These engagements often involve multiple client teams. Associates assume responsibility for managing one or more of these client teams. These engagements also seek the active support of a broader set of client managers. Associates assume responsibility for developing influential relationships with critical client managers. Engagements which focus on organization issues therefore provide exceptional opportunities for associates.,ASSOCIATES ASSUME MANAGER ROLES IN ORGANIZATION ENGAGEMENTS,Traditional view of team roles,Team roles on organization engagements,The effective associate manager serves three functions: The associate manager builds and sustains effective client teams that define, plan, and implement the change . The associate manager leads problem solving on multiple client teams. The associate manager forges a consensus of support for the change vision among critical client managers and ensures that managers maintain the energy level required to effect the change. All three functions are critical to success. However, in engagements that address organization issues and /or implement change, building and sustaining an effective team is often the necessary precondition to success in the other functions. The client team provides the critical insight, knowledge, and skills required to solve the organizational problem. The associate / manager needs to build an effective team environment to tap into the essential client input. The client team should hold the confidence of the critical client managers. Once the associate manager has earned the endorsement of the client team, the support of the client manager is much more likely.,Consensus builder,Chief engineer Focuser Structurer Quality controller Devil’s advocate,Coach and team d