Implementing Process Change
How to Drive Business Performance Improvement
A Two-Day Seminar
Credits: 12 PDUs
Learn How To:- Develop a strategic program for improving business performance
- Build cross-functional coalitions of influential people
- Develop a communication plan to sell and reinforce the new process vision
- Staff and facilitate process or technology implementation teams
- Achieve buy-in from the people who must utilize new processes and technology
- Provide high-level direction for implementation project management
- Recognize systemic changes needed to institutionalize improved process performance
Seminar Outline Who Should Attend What You Will Learn
| “Most organizations were designed not to change.“ - Michael Hammer, Beyond Reengineering |
Implementing Change: Making It Work in the Real World
After months of dedicated work, you and your team have designed a new business process that will leverage emerging technology and superior business acumen to dramatically improve all measures of performance. Now comes the hard part...implementing it.
The last decade has seen organizations in all sectors benefit from a renewed surge in productivity. These gains are the direct result of improved process management techniques and the application of new technology. Still, the business press reports many stories of failed reengineering efforts, insufficient ROI from enterprise software systems, and the rejection of new technology by workers. Why this disparity?
Because the challenge of implementing process change is as great as the challenge of creating innovative business process solutions. As James Champy and Nitin Nohria wrote in Fast Forward, “Change brings renewal...but change brings destruction, as well. To the extent it generates fear and cynicism, it not only halts progress, it takes us backward.”
Implementing process change requires a powerful combination of “soft” skills and “hard” skills: Techniques that will win widespread support for process changes and methodologies to implement the solution effectively. These include:
Soft SkillsLeadership
Coalition building
Internal sales and communication
Conflict management
Hard SkillsStrategic planning
Project management
Organizational alignment
Implementing Process Change presents a practical, how-to approach that integrates these hard and soft skills. For companies that are investing significant financial capital in new technology or significant political capital in process improvement or reengineering, Implementing Process Change is an essential seminar that will help your company realize its vision for the future. Act now. Enroll a team of key leaders today.
Who Should Attend...
- Project Managers
- Process Managers
- Leaders of process improvement teams
- Process improvement facilitators
- Internal change agents
- Managers or consultants who are installing ERP, CRM or similar technologies
- Senior leaders who are "Champions" of process/technology change
Seminar Outline
- Introduction
- The importance of planning for change
- Components of change: process, people, customer, technology, financial
- Process Improvement Projects
- Process management cycle
- Process mapping overview
- Case study: getting to solutions
- Workshop: identifying solutions
- Developing an Implementation Plan
- Overview of Hoshin planning tools and techniques
- Identifying key change issues
- Key issue prioritization
- Timeline for change
- Project management
- People, Politics and Players
- Defining boundaries and scope
- Evaluating potential "winners and losers" from change
- Getting everyone on board
- Making sure resources are available
- Building a communication plan
- Overcoming Resistance to Change
- Why do people resist change?
- Balancing task and maintenance needs
- Conflict management
- Personality styles: DISC
- Understanding personal values
- Facilitation tips
- Institutionalizing Performance Improvement
- What else needs to change?
- Conclusions
What You Will Learn
- How to use hoshin planning methods to identify and prioritize issues that will impact successful process or technology change.
- How to create a compelling vision for change that is seen as an opportunity, not a threat.
- How to evaluate which decision makers and opinion leaders must be enlisted to make cross-functional change possible.
- How to identify which management system changes (compensation, organization structure, training) are necessary to sustain process gains.
- How to plan for and capitalize on "short-term wins."
- How to identify sources of organizational and individual resistance to change.
- How to evaluate your organization's culture and readiness to change.
- How to prioritize key objectives and provide direction for implementation project management.
- How to effectively communicate the vision, plan and progress of process change.
- How to increase the effectiveness of implementation teams.
- How to manage conflict and transform it into productive communication.
- How to promote widespread involvement (and thus widespread support) in the change initiative.
© Copyright 2012, Orion Development Group