2000 - 2009 by Ensight Management Consulting. All rights reserved.

Sorin Buga: +4 0755 044134

sorin.buga@ensight.ro
Manfred Schmauch: + 4 0745 333788
manfred.schmauch@ensight.ro
Solutii practice pentru iesirea din criza
Bucuresti, 23 Octombrie 2009
Managementul schimbarii, factor critic de succes pentru
transformarea afacerii
2000 - 2009 by Ensight Management Consulting
All rights reserved
2
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
2000 - 2009 by Ensight Management Consulting
All rights reserved
Ganditi all-inclusive!
3
Strategie
Organizare
Procese
Sisteme
Communicare /
mobilizare
Managementul
Programelor /
Proiectelor
Cultura
Leadership
Motivare
Capabilitati
Elementele care
lipsesc sau care sunt
gresite in ADN-ul
companiei se numesc
MUTATII.
Mutatiile sunt boli si
pot conduce la
moarte!
Managementul Schimbarii = Management Comprehensiv
2000 - 2009 by Ensight Management Consulting
All rights reserved
Managementul Schimbarii / Comprehensiv
4
MANAGEMENTUL SCHIMBARII...
... este in primul rand responsabilitatea managementului.
... sustine in mod sistematic si sustenabil transformarea
organizatiilor si atingerea obiectivelor de afaceri.
... ia in considerare toate aspectele relevante in mod
comprehensiv in cadrul proceselor de schimbare cerute sau
dorite.
... trebuie adaptat unor situatii si obiective specifice.
2000 - 2009 by Ensight Management Consulting
All rights reserved
5
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
2000 - 2009 by Ensight Management Consulting
All rights reserved
Inainte de a intra in practica: Managementul Schimbarii pentru cine,
ce face, ce rezultate sa asteptam
6
Managementul schimbarii este pentru:
Organizatii care vor sa gestioneze nu doar o companie, ci si oamenii sai, cea mai valoroasa resursa.
Companii aflate intr-un mediu dinamic, care isi schimba organizarea, procesele si sistemele si care isi
implica in mod proactiv si angajatii in aceasta calatorie.
Managementul schimbarii realizeaza:
Sustine si accelereaza procesele de schimbare si asigura o implementare sustenabila si
adaptativa
Gestioneaza conflictele si rezistenta la schimbare, comunica si mobilizeaza angajatii
Defineste si seteaza cadrul cultural
Sustine leadership-ul si transforma superiorii in lideri
Imbunatatire continua
Managementul schimbarii livreaza:
Strategia de schimbare, roluri si responsabilitati
Analiza detinatorilor de interese, planuri de comunicare si mobilizare, masuri de implementare
Plan de actiune si suport pentru leadership
Evaluare, design si aliniere culturala
Retele de agenti ai schimbarii
Planuri de dezvoltare a capabilitatilor
2000 - 2009 by Ensight Management Consulting
All rights reserved
Nu exista one change fits all fiecare proiect de schimbare este
planificat si condus individual
7
Masuri / Feedback pe
marginea masurilor
implementate
Adaptare si dezvoltare
ulterioara a masurilor
Cerere +
mandat de
management al
schimbarii
Revizuire & Adaptare
Implementarea masurilor , de ex.
masuri de comunicare, traininguri,
workshop-uri, evenimente,
onboardings, sesiuni de coaching,
...
Implementare
Evaluare / Aliniere As-Is
Definirea obiectivelor si provocarilor managementului
schimbarii
Identificarea si analiza detinatorilor de interese
Analiza impactului schimbarii
Design To-Be
Dezvoltarea conceptului de schimbare si a
abordarii
Elaborarea unui Change Roadmap, a
rolurilor si responsabilitatilor
Planificarea in detaliu
Masuri detaliate de comunicare si
mobilizare
Concepte detaliate pentru diverse masuri
de schimbare
Pregatirea implementarii (onboarding,
teambuilding, ...)
4
1
2
3
5
. . . dar folosind o serie de instrumente si tehnici testate
2000 - 2009 by Ensight Management Consulting
All rights reserved
8
Angajamentul vizibil al managerilor responsabili pentru schimbare
faciliteaza mobilizarea pana la nivelul fiecarui angajat
Zona de actiune mobilizare & angajament
Identifica jucatorii din organizatie si interesele si
influenta acestora, le incorporeaza in procesul de
transformare si le gestioneaza in consecinta (de ex.
solicita responsabilitatea pentru comunicare,
atingerea obiectivelor, )
Defineste si aliniaza masurile de comunicare si
mobilizare in concordanta cu impactul schimbarii si
analiza detinatorilor de interese
Stabileste comunicarea deschisa fata in fata
Elaboreaza chestionare regulate pentru a intelege
atmosfera din organizatie si stabileste masurile de
interventie adecvate
Intelegerea clara a detinatorilor de interese relevanti, a
rolurilor si influentei lor in organizatie
Preluarea ferma a responsabilitatii pentru schimbarile
viitoare si angajamentul vizibil al managerilor
Concept de schimbare orientat pe grupuri-tinta,
implicarea regulata a detinatorilor de interese relevanti
(de ex. management functional, sindicate, clienti interni,
)
Transformarea managerilor in manageri ai schimbarii
(e.g. briefings, pachete de comunicare, coaching
individual, sesiuni de feedback, )
Revizuiri continue ale schimbarii si feedback cu/catre
management pentru stabilirea actiunilor de interventie
Managementul schimbarii/
Concepte si masuri de
comunicare
Analiza detinatorilor de interese Evaluarea impactului schimbarii Feedback fata de schimbare /
barometrul starilor
Targuri de informare
Managementul schimbarii realizeaza...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza...
FEED-
BACK
+ -
+
-
I m
p
a
c t o
n
s u
c c e
s s
information status
Dept manager
Board
Unions
Dep. X
Dep. Y
+ -
-
+
I n
f l u
e
n
c e
Engagement

Powerful business case

Clear Vision
Leadership
Commitment
Integratedplanning andteams
Eficient communication
Change cababilities
Alignedperformance andculture
2000 - 2009 by Ensight Management Consulting
All rights reserved
9
Schimbarile la nivel de organizare si procese vor fi acompaniate pas
cu pas si vor deveni parte integranta din operatiunile zilnice
Zona de actiune organizare si procese
Identifica noi cerinte pentru grupurile tinta,
implementeaza noi structuri, roluri si profile de
competenta, deduce noile cerinte de calificare a
angajatilor
Analizeaza si implementeaza transferurile de personal
(focus pe masurile de retentie pentru angajatii-cheie)
Dezvolta baza de cunoastere si pune bazele unui mediu
de lucru care faciliteaza dezvoltarea continua a
organizatiei, imbunatatirea continua bazata pe calitate si
implementarea obiectivelor (de ex. procese, interfete)
Implementeaza dezvoltarea angajatilor ca o parte
integranta din procesul de management (leadership)
Noi profile de rol, aliniate cu managementul si cu
restul organizatiei
Competente-cheie pastrate, noi capabilitati
dezvoltate sau recrutate
Intelegere clara a unui posibil deficit sau surplus
de resurse, stabilirea transferurilor de personal
necesare.
Stabilirea dezvoltarii angajatilor si a carierei ca o
activitate centrala de management
Calitate si rezultate imbunatatite la nivelul
proceselor si fluxurilor de lucru realizate cu
ajutorul echipelor si institutionalizate
Profile de rol/ fise de post/
aliniere functionala
Descrieri ale functiilor
organizationale
Model de cariera
6
5
4
3
2
1
AP Senior
Expert
AP Senior
Accountant
AP
Accountant
AP Junior
Accountant
AP Senior
Team lead
AP
Team lead
AP Junior
Team lead
Senior AP
Process
manager
AP Process
manager
C
a
r e
e
r L
e
v
e
l :
R
e
q
u
i r e
d
e
d
u
c
a
t i o
n
, p
r o
f e
s
s
i o
n
a
l e
x
p
e
r i e
n
c
e
Functional Level:
Complexity of the Job / function
high
low
Expert
level
Manager
level
Department
manager level
high
Model de angajare / recrutare Managementul competentelor
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Identified Gaps
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
Required Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3 C
o
r
e
C
a
p
a
b
i l i t
i e
s
D
e
v
e
l o
p
m
e
n
t
m
e
a
s
u
r
e
s
Main organisational relationships
Provide monthly salary rights computation and payment acc. to payment calendars
Ensure monthly closingof payroll accounts according toclosing calendars
Prepare the accountingfor salaries, social contributions and income tax
Prepare annual fiscal files for all served employees
Prepare and deliver monthly reports toControlling
Draw up the ILA and all documents related toits preparation, modification, termination etc.
accordingto the workinginstructions and to the legislation in force*
Open and update personnel files for all served employees*
Collect, check and centralize all timesheets and other related documents
Collect and centralize forms for additional payments (e.g. marriage bonus etc.) and issue
employee certificates upon request
Archive payroll and personnel administration* documents accordingto company policy
Main responsibilities
Timely salary payments
Timely monthly closing
Number of payment errors
Utilization of workinghours, OVT needed
Number of correct, complete and
updated personnel files
Timely issuingof employee certificates
(response time)
Timely issuingof addenda (response
time)
Performance measurement
To ensure payroll services for all <company> employees from A, B, C, Das well as for company group firms X SRL and Y SRL
To manage personnel administration related processes and documents flow for <company>employees from : A, B , C, D
Mission
Country manager (Payroll and Personnel administration)
Team Leads resp. for the same Business Division
Team Leads (all PA/PY)
Local, Divisional and Corporate HR
Corporate Legal Department
State authorities
Corporate Tax Department
Corporate Treasury Department
Financial Statements and reporting
PA/PYServices and Projects
Head of Back Office (Vienna)
Various banks
External service providers
Business representatives
2000 - 2009 by Ensight Management Consulting
All rights reserved
10
Conflictele si rezistenta in organizatie vor fi identificate in mod
regulat si combatute prin metode targetate
Dezvolta o intelegere solida a situatiei si a
implicatiilor pentru diversi detinatori de interese,
adreseaza temerile, zvonurile si asteptarile
Clarifica nevoia si intentia schimbarii solicitate
printr-o poveste consistenta de transformare
pe o axa a timpului
Utilizeaza canale de comunicare top down si
bottom up comunica onest, rapid, la timp si
eficient cu diverse grupuri tinta
Dezvolta si utilizeaza agenti ai schimbarii inainte
de implementarea masurilor
Cerinte clare pentru unituri / detinatori de interese,
intelegerea atmosferei generale si a starii personalului,
identificarea posibilelor lipsuri in comunicare
Intelegerea clara a detinatorilor de interese relevanti, a
rolului si influentei lor in cadrul organizatiei
Comunicarea si intelegerea viziunii, strategiei si motivatiei
schimbarii
Preluarea specifica a responsabilitatii pentru schimbarile
viitoare de catre management
Feedback regulat din partea organizatiei si a comisiilor
pentru implementarea unor masuri de interventie rapida
Analiza detinatorilor de interese Plan si concept de comunicare Planificarea schimbarii /
transformarii
Retele de agenti ai schimbarii Sounding Board
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Examples)
Managementul schimbarii livreaza ...
Zona de actiune conflicte si rezistenta
Q 1 + 2
2009
Q 3
2009
Q 4
2009
Q 1
2010
Q 2
2010
Q 3
2010
Q 4
2010
Orga
Processes
Capabilities
Systems HR ERP Management
Project 1
Project 2 Project 3
Project 4
Project 6
Project 5
Project 8
Project 9
Project 10
Project 11
Project 7
Project 12
Project 13
Project 14
Project 15
Info Flyer
Existingmedia
steering
committees
Information
Event
internal news internal news internal news
article magazine article magazine article magazine
June July August September October November December
Info Letter
ad hoc information for internal and external media as press releases etc.
Kick Off
Onboarding
Events
internal events on demand
Branches Info Event Core Team Meeting
on demand
No1 No 2
Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Onboarding Package
IT Info IT Newsletter
PIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT employee
Info (1) IT employee
Info (2)
SAP
Kick Off Image Campaign
2005
+ -
+
-
I m
p
a
c t o
n
s u
c c e
s s
information status
Dept manager
Board
Unions
Dep. X
Dep. Y
+ -
-
+
I n
f l u
e
n
c e
Engagement

2000 - 2009 by Ensight Management Consulting

All rights reserved
11
Adaptarea culturii angajatilor este una dintre cele mai dificile sarcini si
necesita o planificare pe termen lung
Ofera o imagine a culturii companiei si identifica
facilitatorii si obstacolele in cultura actuala
Dezvolta o noua cultura organizationala (to-be
culture) care implica angajatii si managementul
Dezvolta masuri de implementare si le incorporeaza
in transformation roadmap
Identifica si nominalizeaza sponsorii pentru
implementare si transfera responsabilitatea pentru o
implementare de succes
Aliniaza top managementul si solicita angajamentul
acestora pentru noul model cultural
Masuri concrete pentru implementarea unor valori
abstracte cum ar fi orientarea catre client, schimbul
de informatie sau spiritul de echipa
Stabileste pre-rechizitele pentru o organizatie care
invata printr-o intelegere diferita a companiei precum
si a instrumentelor care sunt incorporate in procese
Identificare mai puternica cu organizatia (cu
obiectivele si valorile acesteia)
O noua cultura in care managementul ofera modele de
rol ancorate in procese si organizare
Plan si concept de dezvoltare Team Building Culture-Scorecard Evaluarea culturii Ghid de leadership
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune cultura
Customer 7 Shareholder 1
Shareholder 4
Shareholder 3
Employee 3
Employee 6
Employee 4
Employee 2
Employee 1
Employee 5
Process/org 9
Process/org 5
Process/org 6
Customer 2
Customer 4
Process/org 3
Process/org 1
Customer 5
Customer 1
Employee 8
Shareholder 5
Shareholder 2
Employee 7 Process/org 2
Process/org 4
Customer 6
Customer 3
Process/org 8
Shareholder
What do the
Shareholder think?
Employees
Which Values form our
Relations?
Customer
How does the Customer
characterise us?
Processes/ Organization
By what is our Colla-
boration deterrmined?
Process/org 7
. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .
Blueprint defined End-to-end processes defined SAP FI/CO Go Live ! HQ SAP AA Go Live !
Trainers onboarding
Train-the-trainer
End-user class training
End-user on-the-job training
FICO trainers onboarding
FICO Train-the-trainer
FICO End-user class training
Prep. SAP training support
Prep. process training supprt
FICO Branch training
Prep. SAP training supprt
Prep. process training supprt
AP,
AR,
GL,
CO
AA
SAP CoE startup
Topic Jun 06 May 06 Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 Topic Jun 06 May 06 Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06
*) due date to be clarified with process team
*) due date to be clarified with SAP team
Branch
process
training
HQ
other branches *) calendar to be clarified
Rigid 1 2 3 4 5 6 Flexible
Authoritative 1 2 3 4 5 6 Participative
Control culture 1 2 3 4 5 6 Trusting
Bureaucratic 1 2 3 4 5 6 Entrepreneurial
Island thinking 1 2 3 4 5 6 Integrated
Short term 1 2 3 4 5 6 Long term
focus focus
Employee 1 2 3 4 5 6 Task
focused focused
Internally 1 2 3 4 5 6 Client/ market
oriented focused
Reactive 1 2 3 4 5 6 Proactive
Uninterested 1 2 3 4 5 6 Enthusing
Slow 1 2 3 4 5 6 Quick
Preserving 1 2 3 4 5 6 Innovative
Timid 1 2 3 4 5 6 Bold
2000 - 2009 by Ensight Management Consulting
All rights reserved
12 Dupa schimbarile tehnice, adaptarea calificarii angajatilor este un
element-cheie in managementul schimbarii
Defineste noi cerinte / competente pentru
diverse grupuri-tinta
Planifica si livreaza masuri de calificare specifice
grupurilor-tinta (concepte de training si planuri
detaliate de training)
Califica manageri, angajati, traineri, agenti ai
schimbarii (train the trainer, leadership
coaching, agenti ai schimbarii, )
Aliniaza capabilitatile cerute cu dezvoltarea
organizatiei pe termen lung
Noi profile de rol, aliniate cu afacerea
Identifica si retine competentele-cheie si angajatii-cheie
Analizeaza cerintele de dezvoltare pe baza necesitatilor
organizationale si procesuale (de afaceri) deduce
conceptele si planurile de training specifice pentru diverse
grupuri-tinta
Manageri si angajati calificati in acord cu noile cerinte
Retea proprie de traineri si agenti ai schimbarii
Dezvoltarea angajatilor devine o sarcina a managementului
pe termen lung
Managementul competentelor Model de cariera
6
5
4
3
2
1
AP Senior
Expert
AP Senior
Accountant
AP
Accountant
AP Junior
Accountant
AP Senior
Team lead
AP
Team lead
AP Junior
Team lead
Senior AP
Process
manager
AP Process
manager
C
a
r e
e
r L
e
v
e
l :
R
e
q
u
i r e
d
e
d
u
c
a
t i o
n
, p
r o
f e
s
s
i o
n
a
l e
x
p
e
r i e
n
c
e
Functional Level:
Complexity of the Job / function
high
low
Expert
level
Manager
level
Department
manager level
high
Leadership Coaching Retea de agenti ai schimbarii si
training
Concept si plan de training
Blueprint defined End-to-end processes defined SAP FI/CO Go Live ! HQ SAP AA Go Live !
Trainers onboarding
Train-the-trainer
End-user class training
End-user on-the-job training
FICO trainers onboarding
FICO Train-the-trainer
FICO End-user class training
Prep. SAP training support
Prep. process training supprt
FICO Branch training
Prep. SAP training supprt
Prep. process training supprt
AP,
AR,
GL,
CO
AA
SAP CoE startup
Topic Jun 06 May 06 Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06 Topic Jun 06 May 06 Sep Oct Nov Dec Jan 06 Feb 06 Mar 06 Apr 06
*) due date to be clarified with process team
*) due date to be clarified with SAP team
Branch
process
training
HQ
other branches *) calendar to be clarified
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune calificare si dezvoltare
Identified Gaps
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3
Required Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 3
1 3 4
1 2 4
1 2 3
1 2 3 C
o
r
e
C
a
p
a
b
i l i t
i e
s
D
e
v
e
l o
p
m
e
n
t
m
e
a
s
u
r
e
s
2000 - 2009 by Ensight Management Consulting
All rights reserved
13
Managerii sunt actorii de baza ai schimbarii Managementul schimbarii
ii pregateste adecvat pentru acest rol
Pregateste managementul in mod activ pentru
noul lor rol in procesul de schimbare, de ex.
reducerea de personal, gestionarea temerilor si a
rezistentelor, motivarea angajatilor, suport pentru
implementare,
Selecteaza manageri de proiect / program de
transformare puternici, cu reputatie si acceptati
Defineste roluri si responsabilitati clare pentru
toti managerii si principiile de leadership
Ofera managerilor coaching individual
O imagine clara a celor mai potriviti driveri ai schimbarii
Manageri puternici si angajati care livreaza si comunica de
asemenea si masurile incomfortabile si care isi imping
angajatii spre atingerea obiectivelor setate
Manageri de proiect care genereaza schimbari in mod
proactiv
Intelegere comuna a leadershipului, voce unitara
Angajament vizibil al managementului pentru schimbarile
propuse
Intalniri / cercuri de leadership
dept. / crosS-functionale
Analiza detinatorilor de interese Concept si plan de comunicare
si mobilizare
Leadership coaching Ghid de leadership
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune dezvoltarea leadershipului
Info Flyer
Existingmedia
steering
committees
Information
Event
internal news internal news internal news
article magazine article magazine article magazine
June July August September October November December
Info Letter
ad hoc information for internal and external media as press releases etc.
Kick Off
Onboarding
Events
internal events on demand
Branches Info Event Core Team Meeting
on demand
No1 No 2
Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Onboarding Package
IT Info IT Newsletter
PIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT employee
Info (1) IT employee
Info (2)
SAP
Kick Off Image Campaign
2005
+ -
+
-
I m
p
a
c t o
n
s u
c c e
s s
information status
Dept manager
Board
Unions
Dep. X
Dep. Y
+ -
-
+
I n
f l u
e
n
c e
Engagement

2000 - 2009 by Ensight Management Consulting

All rights reserved
14
Regula de baza a transformarii este aliniererea si vocea unica a
leadershipului in legatura cu schimbarile dorite
Defineste si comunica o viziune clara
Sustine dezvoltarea in comun a caii de
transformare (proiecte, roluri si responsabilitati,
transformation roadmap, )
Clarifica rolurile si responsabilitatile pentru
schimbare
Asigura alinierea continua a detinatorilor de
interese (cross-functionala)
Implica reprezentantii angajatilor din timp
O imagine clara in cadrul organizatiei despre obiectiv si
calea pana la acesta (viziune / misiune / transformation
roadmap)
O intelegere clara a detinatorilor de interese relevanti in
organizatie si a influentei acestora
Preluarea vizibila a responsabilitatii pentru schimbari de
catre management; sponsorii schimbarii asigura
desfasurarea cu succes a proceselor de schimbare in aria lor
de responsabilitate
Plan si obiective de transformare aliniate cu angajatii
Targuri de informare Declaratie de viziune/misiune Leadership Kick Off
Leadership Forum
Leadership Coaching Planificarea schimbarii /
transformarii
Managementul schimbarii realizeaza ...
Instrumente de schimbare (Exemple)
Managementul schimbarii livreaza ...
Zona de actiune (re-)orientare si aliniere
Q 1 + 2
2009
Q 3
2009
Q 4
2009
Q 1
2010
Q 2
2010
Q 3
2010
Q 4
2010
Orga
Processes
Capabilities
Systems HR ERP Management
Project 1
Project 2 Project 3
Project 4
Project 6
Project 5
Project 8
Project 9
Project 10
Project 11
Project 7
Project 12
Project 13
Project 14
Project 15
Mission
Vision
Strategy
2000 - 2009 by Ensight Management Consulting
All rights reserved
15
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii
2000 - 2009 by Ensight Management Consulting
All rights reserved
Nevoile de schimbare asteptate pentru cresterea rapida si provocarile
viitoare de dezvoltare sunt . .
Managementul cunostintelor critice
Angajamentul, suportul si
stabilitatea deciziilor la nivel de top
management
Managementul cunoasterii
Dezvoltarea leadershipului
schimbarii
Elemente si exemple Nevoia de schimbare
Echipe foarte eficiente si retele
cross-functionale
Ancorarea managementului
schimbarii in lucrul zilnic
Dezvoltarea capabilitatilor
de management al
schimbarii
Echipe foarte performante
Workshop de clarificare a
obiectivelor (cu executivii)
Plan de comunicare pentru
management
Alocarea membrilor in echipa
de proiect
Onboardings, traininguri
Managementul competentelor
Definirea sistemului si procesului
de management al cunoasterii
Implementarea si monitorizarea
KM
Analiza detinatorilor de interese
Retele de agenti ai schimbarii
Traininguri de managementul
schimbarii
In acord cu evaluarea si designul
schimbarii
Continuarea
managementului schimbarii
Elementele vor fi specificate

...
Metodologii selective: Planificarea Managementului Schimbarii
16
2000 - 2009 by Ensight Management Consulting
All rights reserved
Identified Gaps
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2 4
1 3 4
1 2 4
1 2 3
1 2 4
Current Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2
3
1 3 4
1 2 4
1 2 3
1 2 3
Required Profile
Basic
knowledge
Skilled
knowledge
Detailed
knowledge
Expert
knowledge
1. 2. 3. 4.
1 2 3
1 2
3
1 3 4
1 2 4
1 2 3
1 2 3
Identify
gaps
Close
gaps
Specify
required
skills
Elaborate current
and required
profiles
C
o
r
e

C
a
p
a
b
i
l
i
t
i
e
s
D
e
v
e
l
o
p
m
e
n
t

m
e
a
s
u
r
e
s
Care sunt
competentele de care
au nevoie oamenii
nostri pentru
cresterea si succesul
viitoare ale
companiei?
In ce masura sunt
necesare anumite
cunosinte si o anumita
experienta pentru
diverse functii?
Ce competente au
angajatii nostri?
Comparatie intre
evaluarea calificarii
angajatilor si
cerintele curente si
cele viitoare
Train,
coach,
dezvoltare
On- si off
the job
Metodologii selective: Managementul competentelor
Capabilitatile critice pentru dezvoltarea si cresterea viitoare a
companiei vor fi identificate si dezvoltate
17
2000 - 2009 by Ensight Management Consulting
All rights reserved
Feedback Implementare
Implementarea
masurilor
Validarea efectului
canalelor si masurilor
utilizate si initierea
imbunatatirilor /
adaptarilor
Info Flyer
Existingmedia
steering
committees
Information
Event
internal news internal news internal news
article magazine article magazine article magazine
June July August September October November December
Info Letter
ad hoc information for internal and external media as press releases etc.
Kick Off
Onboarding
Events
internal events on demand
Branches Info Event Core Team Meeting
on demand
No1 No 2
Job Fairs JF1 JF2 JF3 JF4 JF5 JF6
Onboarding Package
IT Info IT Newsletter
PIN (3) PIN (4) PIN (5) PIN (6) PIN (7) PIN (8) IT employee
Info (1)
IT employee
Info (2)
SAP
Kick Off Image Campaign
2005
Plan de comunicare
specific grupurilor tinta
Metodologii selective: Planificarea comunicarii
Design
To-Be
Analiza
As-Is
Intelegerea strategiei de
comunicare interna a
companiei
Analiza grupurilor tinta si a
cerintelor de comunicare si
a barierelor
Intelegerea programului de
dezvoltarea si a
provocarilor istorice
Dezvoltarea scenariului de
schimbare, inclusiv mesajele si
dos & donts
Selectarea si dezvoltarea canalelor
si masurilor specifice grupurilor
tinta
Definirea planului de comunicare
Definirea modelului de guvernanta
pentru comunicare, roluri si resp.
Finance/Controlling/IT
employees branches +
headquarter
Existing employees, especially in the branches, feel insecure about upcoming changes. They
fear loosing their job or not meeting the new requirements.
They need inf ormation about upcoming changes.
Petromemployees
staffed
for service centre
Employees f or the service centre are motivated for new challenges and at the same time
unsecure about their new role.
They need a clear description of their new task and inf ormation about trainings.
Communication needs Target groups
BU Management
Management of business units would like to know if their needs are well understood and would
like to know the status of the projects.
As a consequence mutual understanding and collaboration has to be strengthened.
Project Core Team
Project team members need information about project approach, rules and activities of
other streams for efficient project work
New employees for SC
New employees are motivated for new challenges and curious about their new tasks.
They need inf ormation about the company and their tasks for quick onboarding.
Graduates/Public
Graduates compare critically the offer of companies. Their expectations are high
concerning salary, fringe benefits, personell development and traininee- and internships.
The public is interested in the performance of Petrom to get an impression about future
developments. N
e
w
/ p
o
t e
n
t i a
l
e
m
p
l o
y
e
e
s
E
x
i s
t i n
g
e
m
p
l o
y
e
e
s
Grupuri tinta+
nevoi de comunicare
Job Fair
Onboarding
Events
Info Letter Info Flyer
Other
IT Info PIN external internal
Information
Events
Existing Media IT Info
IT
Finance &
Services,
Controlling
Employees staffed for SC
BU Management
Project Core Team
New employees for SC
All other Petrom
employees
Graduates/Public
E
G
F
H
A,B,Cdif f erent content f or different target
groups of a specific media
* Project teamreceives information through all other media depending on their assignment to a specific target group
Management
Employees
Management
Employees
A
B
C
D
Matricea grupuri tinta/
masuri
Un design comprehensiv al comunicarii asigura interactiunea specifica
a grupurilor-tinta din cadrul companiei
Masuri si canale
de comunicare
Dialogue
Focus
interviews Motivation
events
Management
letter
Temperature
check Intranet Roadshows/
info fairs Forum
Workshops Onbaording
events Milestone
Celebration
Rollout
preparation
meetings
Kick-offs Meetings
Get together Information
corner
Communication / Mobilization Toolbox
18
2000 - 2009 by Ensight Management Consulting
All rights reserved
Interviuri cu liderii organizatiei (all parties):
Ce influenta are cultura asupra succesului
dezvoltarii ?
Ce dimensiuni sunt critice pentru succesul
dezvoltarii? (definirea scorecard-ului)
Evaluarea situatiei As-Is pentru dimensiunile
culturale definite anterior
Evaluarea dimensiunilor tinta (= cultura To-Be)
Analiza si designul culturii companiei Culture Scorecard, caracteristica culturii companiei
30 Dimensiuni
Interviuri cu top
managementul
15 Dimensiuni
Intalniri cu liderii:
specific pentru Arii
Filtru I
Filtru II
P
r
o
c
e
s
u
l

d
e

f
i
l
t
r
a
r
e

/

p
r
i
o
r
i
t
i
z
a
r
e
Top 5 8 dimensiuni pentru un
follow-up specific fiecarei zone
Doua
analize:
1. Area A vs. Area B vs. Area C ...
2. Areas A + B + C ... vs To-Be
Metodologii selective: Evaluare culturala
In cadrul evaluarii culturale, trebuie initial identificat si prioritizat
facilitatorul cultural din <companie>
= gaps
Customer 7
Shareholder 1
Shareholder 4
Shareholder 3
Employee 3
Employee 6
Employee 4
Employee 2
Employee 1
Employee 5
Process/org 9
Process/org 5
Process/org 6
Customer 2
Customer 4
Process/org 3
Process/org 1
Customer 5
Customer 1
Employee 8
Shareholder 5
Shareholder 2
Employee 7 Process/org 2
Process/org 4
Customer 6
Customer 3
Process/org 8
Shareholder
What do the
Shareholder think?
Employees
Which Values form our
Relations?
Customer
How does the Customer
characterise us?
Processes/ Organization
By what is our Colla-
boration deterrmined?
Process/org 7
. . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . .
19
2000 - 2009 by Ensight Management Consulting
All rights reserved
Pentru fiecare facilitator cultural prioritizat vor fi definite obiective
clare si vor fi propuse masuri specifice pentru implementare
Strong competitive
position
Realization of
Synergies
High ROI
Driver of
innovation
High Service
Orientation
Clear Decision
making process
Relevanz of
competencies
Personal
Networks
Leadership
Princoples
Communication /
Interaction
Career
Chances
Work-Life
Balance
Learning culture
Customer Shareholder
Processes /
Organization
Employees
Strong Client
Focus
Metodologii selective: Evaluare culturala
Comunicare/
Interactiune
Facilitator prioritizat
Intarirea
comunicarii
personale
Incurajarea si
dezvoltarea
interactiunii
Intarirea
comunicarii
deschise
Comunicarea
orientata pe
grup tinta
Obiective Masuri pentru implementare (ex.)
Vizite ale managementului
Odata pe saptamana open management
door, mgmt raspunde intrebarilor angajatilor
Utilizarea telefonului in loc de e-mail
Business Lunches / After Hours mgmt si
angajati
Sesiuni de intrebari si raspunsuri pt angajati
Prezenta mgmt la intalniri cu angajatii
Incurajarea angajatilor de a pune intrebari si a
raspunde la toate mailurile
Includerea intrebarilor critice in planificarea
comunicarii
Comunicarea intrebarilor critice in mod
proactiv, daca se considera necesar
Customizarea comunicarii in acord cu nevoile
diverselor grupuri tinta (continut, utilizarea
cuvintelor, a frazelor, a limbii, instrumente si
masuri utilizate, frecventa etc)
Definirea nevoilor de informatie relevante
pentru grupurile tinta
Adaptarea listelor de distributie a
corespondentei, evitarea comunicarii duble
20
2000 - 2009 by Ensight Management Consulting
All rights reserved
Planul de management al schimbarii va fi elaborat, acoperind in
detaliu toate nevoile de schimbare identificate pentru o companie
LC = Leadership circle TMM= Team milestone meetings
Plan de management al schimbarii (exemplu)
July June May Aug.
Training needs assessment
Training concept and
program (SAP, non-SAP)
TMM TMM Joint team
dinner
TMM
EC 1
pre-present
& LC
Quarterly
Management
Meeting
EC 2
pre-present
& LC
EC 3
pre-present
& LC
incl. Strategy
workshop (to-be)
EC 4
pre-present
& LC
Activitati
LC LC LC LC
FAQ for senior / middle management
TMM
Project newsletter Project newsletter Project newsletter
Information fairs /
road-show
Change readiness assessment
Skills assessment (selective)
Analiza As-Is Design To-Be Way Forward Focus
ABC 1 ABC 2 ABC 3 ABC 3
1. Alinierea mgmt
2. Comunicare si
mobilizare
3. Suport pentru
implementare
4. Dezvoltare si
training pentru
schimbare
5. Echipe foarte
performante
Communication
Matrix
Plant / department
multipliers workshop
LC
Team
temperature
checks
Team ground
rules
Joint team
kick-off
21
2000 - 2009 by Ensight Management Consulting
All rights reserved
22
Agenda
Ce este managementul schimbarii? definitia noastra
Zone de actiune pentru aplicarea managementului schimbarii
Metodologii selective
Intrebari si raspunsuri / discutii