Summary of all the lectures: Change management
Lecture 1.1 : Kick-off / What is change management
What is change management?
The management of change and development within a business or similar organization.
The process, tools and techniques to manage the people side of change to achieve a required
business outcome
The change could be based on the structure or processes.
Change management always focus on improving organisations, sometimes small and sometimes very
big steps. Most of the time the changes are motivated by external and internal reasons, think about:
Market conditions
Customer demands
Technologies
Input costs
Competition
But there are more drivers/reasons for change:
Conditions that facilitate organizational change:
- A dramatic crisis
- Leadership turnover: New CEO would like to change things
- Stage of life-cycle
- Age of the organization
- Size of the organization
- Strength of current culture
- Change of processes and techniques: think for example at the booking progress of a
hotel, it is all automated nowadays.
Internal and External forces
Business and organisations constantly needs to adapt to change. The change will have effect on jobs,
some jobs will disappear through automatization but at the other hand new jobs will come up.
A change in strategy is also possible, it affects most of the time all parts of the organization because a
change of strategy means that you have to change the behaviour of your employees, the supplies
and even the way how you work.
,Type of change
Incremental change: Change occurs over a period of time in incremental stages
Step change: occurs rapidly (the time-period is short)
Scope of change: De omvang van de aanpassingen
Adaption: small improvements to realigne with the new techniques or new demands
Evolution: An organization slowly become something else, for example a wholesaler start
to focus only at transport.
Reconstruction: You restructure your organisation towards a new position
Revolution: You alter the whole organisation on itself, in order to survive
How to change?
Lewin 3 stages
1. Unfreeze: Ensures that employees are ready for change
2. Change: excute the intended change (the moving part)
3. Refreeze: Ensures that the change becomes permanent, because we tend to go back to our
old situation.
Theory: Ist & soll
Before we want to make the employees ready for the change, we have to analyze the situation:
IST: Current state
- Analysis of the current state?
- 7-s model
- Trends
SOLL: Desired/future state
= the ideal situation
- Where to go?
- Future vision? (linked to the value of the organisation)
- What are the critical succes factors?
After the analysis you know how big the change is between the current sitaution and the desired
situation, we call this also GAP. The deeper the gap is, the bigger the change has to become.
, McKinsey’s 7S model
1. Staff: important categories of people
We want to decrease the amount of staff from 400 to 300 employees
2. Skills: distinctive capabilities of key people
We need people with different skills to create a new strategy
3. Systems: routine procesess
4. Style: management style and culture
5. Shared values: guiding principles
6. Strategy: organisational goals and plan, use of resources
7. Stucture: organisation chart
Gap diagnosis
Compare IST & SOLL Where are the gaps
How to bridge the gaps?
- Who are the stakeholders?
- What need to be done?
- Where will the change take place?
Where do you see opportunities?
Organizations are constant subject to change
Different demands: innovation and/or globalization
Effect of change on the organization
Purpose of the course:
Be able to describe and analyse a change in an organisation
Lecture 1.2 : Change approach and interventions
Lecture 1.1 : Kick-off / What is change management
What is change management?
The management of change and development within a business or similar organization.
The process, tools and techniques to manage the people side of change to achieve a required
business outcome
The change could be based on the structure or processes.
Change management always focus on improving organisations, sometimes small and sometimes very
big steps. Most of the time the changes are motivated by external and internal reasons, think about:
Market conditions
Customer demands
Technologies
Input costs
Competition
But there are more drivers/reasons for change:
Conditions that facilitate organizational change:
- A dramatic crisis
- Leadership turnover: New CEO would like to change things
- Stage of life-cycle
- Age of the organization
- Size of the organization
- Strength of current culture
- Change of processes and techniques: think for example at the booking progress of a
hotel, it is all automated nowadays.
Internal and External forces
Business and organisations constantly needs to adapt to change. The change will have effect on jobs,
some jobs will disappear through automatization but at the other hand new jobs will come up.
A change in strategy is also possible, it affects most of the time all parts of the organization because a
change of strategy means that you have to change the behaviour of your employees, the supplies
and even the way how you work.
,Type of change
Incremental change: Change occurs over a period of time in incremental stages
Step change: occurs rapidly (the time-period is short)
Scope of change: De omvang van de aanpassingen
Adaption: small improvements to realigne with the new techniques or new demands
Evolution: An organization slowly become something else, for example a wholesaler start
to focus only at transport.
Reconstruction: You restructure your organisation towards a new position
Revolution: You alter the whole organisation on itself, in order to survive
How to change?
Lewin 3 stages
1. Unfreeze: Ensures that employees are ready for change
2. Change: excute the intended change (the moving part)
3. Refreeze: Ensures that the change becomes permanent, because we tend to go back to our
old situation.
Theory: Ist & soll
Before we want to make the employees ready for the change, we have to analyze the situation:
IST: Current state
- Analysis of the current state?
- 7-s model
- Trends
SOLL: Desired/future state
= the ideal situation
- Where to go?
- Future vision? (linked to the value of the organisation)
- What are the critical succes factors?
After the analysis you know how big the change is between the current sitaution and the desired
situation, we call this also GAP. The deeper the gap is, the bigger the change has to become.
, McKinsey’s 7S model
1. Staff: important categories of people
We want to decrease the amount of staff from 400 to 300 employees
2. Skills: distinctive capabilities of key people
We need people with different skills to create a new strategy
3. Systems: routine procesess
4. Style: management style and culture
5. Shared values: guiding principles
6. Strategy: organisational goals and plan, use of resources
7. Stucture: organisation chart
Gap diagnosis
Compare IST & SOLL Where are the gaps
How to bridge the gaps?
- Who are the stakeholders?
- What need to be done?
- Where will the change take place?
Where do you see opportunities?
Organizations are constant subject to change
Different demands: innovation and/or globalization
Effect of change on the organization
Purpose of the course:
Be able to describe and analyse a change in an organisation
Lecture 1.2 : Change approach and interventions
