安達(dá)信-轉(zhuǎn)變促成的基本方法-展示頁
2025-01-27 17:52本頁面
【正文】 ge effort with strategic goals and objectives ? Link change process to business and performance goals Design a Tailored Change Architecture ? If the anization has other change efforts underway, define overarching change architecture to integrate all initiatives ? Develop strategy to cascade change process throughout the anization ? Develop risk management strategy ? Develop transition strategy Change Strategy Change Structure ? Establish change team structure, roles amp。 performance management systems 7. Build individual amp。 business case for change 2. Articulate a pelling vision for change 3. Design a tailored change architecture 4. Deploy a twoway, multiaudience munication strategy 5. Build leadership capacity amp。確定在轉(zhuǎn)變過程中的主要任務(wù)和活動。 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(wù) 虛擬組織 互聯(lián)網(wǎng) “知識經(jīng)濟(jì)” “Information Superhighway” 兼并和收購 私有化 ERP 結(jié)構(gòu)精簡 電子商務(wù) 成本管理 全球化 外包 戰(zhàn)略采購 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 ? “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(dǎo)層的承諾不足 缺乏領(lǐng)導(dǎo) 不現(xiàn)實的期望 缺乏跨功能的團(tuán)隊 不充分的團(tuán)隊和個人技能 技術(shù)類用戶沒有參與 項目范圍太窄 轉(zhuǎn)變的阻力 阻力的來源 ? 不明白是什么業(yè)務(wù)問題需要通過轉(zhuǎn)變來解決 ? 不相信自己的工作會由此變得容易 ? 不具備在新環(huán)境下工作的技能 ? 擔(dān)心自己的工作會被取代 ? 害怕看起來很笨 ? 對變化的恐懼 ? 以前曾有過不成功的軟件實施 不能夠 不知道 不愿意 阻力的金字塔 ? 績效考核 ? 文化統(tǒng)一 ? 領(lǐng)導(dǎo)力 ? 個人和團(tuán)隊能力 ? 溝通 ? 員工參與 轉(zhuǎn)變促成策略 沒有能力 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
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