Change Management

Proposed Process Improvement

Corporate Transformation Group
 LATAR BELAKANG
REKOMENDASI
Project analysis slide 4
Pertumbuhan perusahaan sebagai korporasi melalui berbagai macam program/project strategis, memerlukan tata kelola manajemen perubahan yang
baik. Sehingga diperlukan perbaikan proses change management untuk meningkatkan adaptasi perusahaan terhadap perubahan

Kajian Awal

Rekomendasi Kebijakan Tata Kelola Change Rekomendasi proses change management

Management Di dalam RJPP

TUJUAN
TUJUAN TUJUAN
TUJUAN
Mengatur
Mengatur tata
tata kelola
kelola change
change Memberikan
Memberikan rekomendasi
rekomendasi alur
alur proses
proses
management
management di di perusahaan
perusahaan transformasi
transformasi // change
change management
management
dalam
dalam RJPP
RJPP mendatang
mendatang
KONTEN
KONTEN
Meliputi
Meliputi pengertian,
pengertian, konsep
konsep framework,
framework,
KONTEN
KONTEN
elemen
elemen dan
dan tim
tim perubahan.
perubahan. PERUBAHAN Pengertian
Pengertian transformasi
transformasi dan
dan change
change
management,
management, unsurunsur organisasi
organisasi yang
yang
REKOMENDASI terlibat,
terlibat, proses
proses yang
yang efisien,
efisien,
HAMBATAN
HAMBATAN benchmarking
benchmarking BUMNBUMN PELINDO
PELINDO IIII
Minim
Minim keterhubungan
keterhubungan antar
antar proses
proses
fungsi
fungsi dalam
dalam organisasi
organisasi yang
yang tidak
tidak ideal
ideal
(terpisah
(terpisah direktorat)
direktorat)
 DEFINITION
Project
Change analysis
Change isis generally
generally aa response
slide
response to
to some
4 threat oror opportunity
some significant
significant threat opportunity arising
arising outside
outside of
of the
the organization.
organization.

According
According to
to Pettigrew
Pettigrew (Daft,1983):
(Daft,1983):

“Changes
“Changes within
within an
an organization
organization take
take place
place both
both in
in response
response toto business
business and
and economic
economic events
events and
and toto processes
processes
of
of managerial
managerial perception,
perception, choice
choice and
and actions.
actions. Managers
Managers inin this
this sense
sense see
see events
events taking
taking place
place that,
that, to
to them,
them, signal
signal
the
the need
need for
for change”
change”
Source:
Source: Organizational
Organizational Change,
Change, Celal
Celal Bayar
Bayar Üniversitesi
Üniversitesi (2003)
(2003)

The main causes of change that

The that give
give rise
rise to
to change
change programmes
programmes being
being initiated
initiated can
can be
be classified
classified as
as
follows
follows (Wilson,1994:
(Wilson,1994: 164-184):
164-184):

a.
a. External
External causes
causes of
of change
change can
can be be as
as aa result
result of
of changes
changes inin the
the level
level of
of technology
technology used,
used, market
market place
place changes,
changes,
customer
customer expectations,
expectations, competitor
competitor activities,
activities, quality
quality and
and standards,
standards, government
government legislation
legislation or
or political
political values,
values, as
as
well
well as
as changes
changes in
in the
the economy.
economy. Depending
Depending on on their
their current
current situation
situation and
and aspirations,
aspirations, different
different companies
companies willwill
react
react to
to these
these external
external stimuli
stimuli in
in different
different ways.
ways.

b.
b. Internal
Internal context
context of
of change
change relates
relates to
to management
management philosophy,
philosophy, structure,
structure, culture
culture and
and the
the system
system of
of power
power
control.
control.
 Why We Managed
Change?
Project analysis slide 6

Help to ease the tension When employees are more engaged, the Setting a standard for change early on
and create a smooth transition can happen more quickly and ultimately and maintaining consistency can help
process save your organization time and resources create a more adaptable and
innovative workplace

Program Strategis / Kondisi yang

Kondisi Eksisting
Transformasi diharapkan

Manajemen Perubahan

Kerangka Kerja Manajemen Perubahan

https://clearspider.net/blog/importance-change-management/
https://hbr.org/2018/10/dont-just-tell-employees-organizational-changes-are-coming-explain-why
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingorganizationalchange.aspx
 RUANG LINGKUP
PROGRAM
Project analysis slide 4
Dalam implementasi berbagai macam tipe program perusahaan, fungsi change management akan memberikan nilai tambah berupa akselerasi adaptasi
perubahan terhadap program yang dijalankan.

PROGRAM STRATEGIS PROGRAM PERUSAHAAN PROGRAM BUDAYA

Program
Program Jangka
Jangka Panjang
Panjang Program
Program dan
dan Project
Project Program
Program Internalisasi
Internalisasi
Perusahaan
Perusahaan Management
Management dalam
dalam Budaya
Budaya Perusahaan
Perusahaan
perusahaan
perusahaan
Contoh:
Contoh: Contoh:
Contoh:
•• Rencana
Rencana Holding
Holding Ekosistem
Ekosistem Karakteristik
Karakteristik program
program •• Aktivasi
Aktivasi nilai
nilai perusahaan
perusahaan
Pariwisata
Pariwisata -- Program
Program baru
baru
•• Strategic
Strategic Partnership
Partnership -- Perlu
Perlu manajemen
manajemen
Kualanamu
Kualanamu perubahan
perubahan
Contoh:
Contoh:
•• Program
Program Kerja
Kerja
•• Program Inovasi
Program Inovasi
•• AOCC
AOCC
•• TOCC
TOCC
•• IBMS
IBMS
•• Digitalisasi
Digitalisasi Airport
Airport

Sumber: Internal Sources

 RELASI ANTARA PROJECT
DAN CHANGE MANAGEMENT

Project analysis slide 4 Fungsi PMO

Fungsi CMO

• Develop common objectives between your PMO and CMO by

integrating the project management and change management
disciplines
• Ensure change management plans align with the timing of
project plans
• Establishes the framework for change agents and project
managers to share information necessary to make the
implementation as successful as possible.
Sumber:
• http://satheespractice.blogspot.com/2011/12/project-management-office-pmo.html
• Prosci’s Roles in Change Management Webinar Handout
https://studylib.net/doc/10283544/prosci%E2%80%99s-roles-in-change-management-webinar-handout
• Organizational Change, Communication and Strategy for the Diverse Organization
Selwyn Swe PMP, GPHR, IABC chaper lead, ITIL V3, APMG Change Management, ASTD member
 Elemen Perubahan

Project analysis slide 3

Elemen dalam manajemen perubahan yang perlu diperhatikan dan terkelola dengan efektif adalah tujuan, perencanaan, dan tim pengelola perubahan

TIM
TUJUAN PERENCANAAN PENGELOLAAN
PERUBAHAN PERUBAHAN PERUBAHAN

Definisi: 1. High Level Commitment 1. Komite Perubahan

Menggambarkan perubahan 2. Project Plan 2. Change Management
(kondisi sebelum menjadi 3. Communication Plan Team
kondisi sesudah) secara 4. Training Plan (Capability 3. Business Owner
sistematis dan konsisten yang Building) Collaboration
mencakup: 5. Membangun instrument 4. Change Agent
a. Technology pengelolaan perubahan 5. Melakukan pemeliharaan
b. Sistem (sistem pelaksanaan, momentum
c. Process komunikasi, pelaporan,
d. People (Capability, Skill, monitoring, dan evaluasi)
Competency, Behavior,
Mindset, Culture)

Sumber: Internal Sources

 TAHAPAN
PERUBAHAN
Project analysis slide 8
Terdapat beberapa tahapan dalam mengelola management perubahan di mana di dalamnya juga terakomodir proses pengelolaan aspek teknis dari suatu
program, dalam hal ini project management memiliki peran untuk mengelola aspek teknis secara efektif dan efisien

Pengelolaan / Pelaksanaan
Persiapan Perubahan Rencana Manajemen Strengthening Change
Perubahan
perubahan
1.
1. Project
Project Plan,
Plan, yang
yang setidaknya
setidaknya 1.
1. Change
Change Impact,
Impact, menetapkan
menetapkan 1.
1. Program
Program Implementation:
Implementation: 1.
1. Collecting
Collecting Report,
Report, Feedback,
Feedback,
meliputi
meliputi Scope,
Scope, Target,
Target, Outline
Outline dampak
dampak perubahan
perubahan dalam
dalam Pelaksanaan
Pelaksanaan program
program activity
activity Progress
Progress Monitoring:
Monitoring:
Project,
Project, Timeline
Timeline dandan Project
Project aspel:
aspel: dan
dan pencapaian
pencapaian milestone
milestone Mengumpulkan
Mengumpulkan umpan umpan balik
balik
Charter
Charter •• Technology
Technology 2.
2. Communication
Communication Execution:
Execution: dan
dan menganalisanya
menganalisanya
2.
2. Outline Case:
Outline Case: Assesmen
Assesmen •• System
System Melaksanakan aktifitas
Melaksanakan aktifitas 2.
2. Gap Analysis: Analisa
Gap Analysis: Analisa gap
gap antara
antara
kesiapan
kesiapan organisasi untuk
organisasi untuk •• Process
Process komunikasi
komunikasi yangyang telah
telah goals dan progress sesuai
goals dan progress sesuai
berubah dan menetapkan
berubah dan menetapkan •• People
People Capability
Capability direncanakan
direncanakan beserta mengukur
beserta mengukur rencana
rencana yang
yang ditentukan
ditentukan
kondisi
kondisi “as
“as is”
is” dan
dan “to
“to be”
be” dari
dari 2.
2. Communication Plan:
Communication Plan: Berisi
Berisi keberhasilannya
keberhasilannya 3.
3. Updating Change Plan:
Updating Change Plan:
perubahan.
perubahan. Stakeholder Analysis, Activity
Stakeholder Analysis, Activity 3.
3. HC &
HC & Training
Training Execution:
Execution: Memperbaharui
Memperbaharui change plan
change plan
3.
3. Change
Change Charter:
Charter: Berisi
Berisi program
program Planning,
Planning, Communication
Communication Perubahan
Perubahan organisasi,
organisasi, jobjob desc,
desc, sesuai
sesuai dengan
dengan kondisi
kondisi terkini
terkini
scope,
scope, outcome,
outcome, deliverables,
deliverables, Process,
Process, ukuran
ukuran keberhasilan
keberhasilan performance
performance metrics,
metrics, 4.
4. Celebrate
Celebrate Progress:
Progress:
key
key milestone,
milestone, risk,
risk, financial,
financial, 3.
3. HC
HC && Training
Training Plan:
Plan: Berisi
Berisi kompetensi
kompetensi dan dan pelaksanaan
pelaksanaan Memberikan
Memberikan insentif
insentif reward
reward
PIC/UIC,
PIC/UIC, Tim
Tim Perubahan.
Perubahan. Kebutuhan
Kebutuhan struktur
struktur organisasi,
organisasi, pelatihan
pelatihan skill
skill kepada
kepada stakeholder
stakeholder
4.
4. Menetapkan
Menetapkan Time Time (kurun
(kurun waktu)
waktu) proses,
proses, pekerjaan,
pekerjaan, kompetensi,
kompetensi, 4.
4. Measuring
Measuring progress:
progress: memperkuat
memperkuat perubahan
perubahan
manajemen perubahan
manajemen perubahan learning
learning goals (skill, kompetensi,
goals (skill, kompetensi, Pengukuran
Pengukuran progress
progress dan dan
5.
5. Menetapkan Cost
Menetapkan Cost (biaya)
(biaya) behaviour), target peserta,
behaviour), target peserta, keberhasilan secara
keberhasilan secara mikro mikro
metode
metode pembelajaran.
pembelajaran. (activity)
(activity) dan
dan makro
makro (program)
(program)
4.
4. Approval: Hierarki
Approval: Hierarki persetujuan
persetujuan
program
program

Sumber: Internal Sources

 FRAMEWORK
TRANSFORMASI
Project analysis slide 4
Dalam mengelola perubahan setiap unit/organ dalam perusahaan harus memiliki acuan yang seragam, yang bertujuan untuk menyelaraskan implementasi
aspek teknis dan aspek pembelajaran yang dikelola dalam tata kelola manajemen perubahan perusahaan

Fungsi Transformasi

Persiapan Rencana Manajemen Pengelolaan /

Strengthening
Perubahan perubahan Pelaksanaan Perubahan
Change

Inisiatif Program Project Plan Managing

Change Impact Monitoring
Resistance
Outline Case
Contoh:
Communication
• Inisiatif RJPP Communication Diagnose
Change Charter Plan
• Masterplan
• RKAP
• Masterpiece HC & Training Update Change
Time HC & Training
• Inovasi Plan Plan
• Continous
Improvement
Cost Approval Feedback Close Gap

Business Process Owner Unit

Sumber: Internal Sources
 TIM MANAJEMEN
PERUBAHAN
Project analysis slide 8
Relasi antar setiap pihak yang terlibat dalam manajemen perubahan dari direksi, tim transformasi, dan unit teknis perlu diatur dalam tata kelola alur
manajemen perubahan yang selaras untuk mencapai target kinerja yang diharapkan.

Dewan Direksi
DIREKTORA DIVISI
ROLES T / KC

Program Program Sponsorship DIREKSI DIREKSI

Perubahan

Fungsi Vice
Advisor EGM
Business Transformasi President
Transformasi
Counter Owner Unit Member:
Part Program SM /
SPL AVP
Manager Manager
Fasilitator Eksekutor STG
• Persiapan PMO
HC Senior Assistant
Perubahan Change
Corcomm Officer Manager
• Rencana Agent
Officer dan Staff
Manajemen Business Owner Unit
perubahan Counter
• Pengelolaan / Part
Pelaksanaan
• Strengthening
Sumber: Internal Sources
 BENCHMARKING
PELINDO II

Project analysis slide 8

PELINDO II sebagai salah satu tempat benchmarking pengelolaan change management, menekankan keselarasan antara fungsi strategic planning, project
management dan budaya korporasi dalam mengelola program-program strategis perusahaan.

CEO Dir SDM

Perencanaan Strategi Pembelajaran

Strategi SDM Layanan SDM Hukum Pengadaan
Korporasi SDM

Perencanaan Perencanaan
Strategis Pembelajaran CORE PROSES

Pengengalian
Pelaksanaan
Implementasi
Pembelajaran
Strategi & Inovasi

Project
Management Budaya Korporasi
Office

Pengendalian
Kinerja

Sumber: Benchmarking PELINDO II

 HIGHLIGHT ROLES &
RESPONSIBILITY

Persiapan Perencanaan
Perubahan
Strategis
Rencana
Manajemen
Perubahan Project Corporate Human
Business Owner
Pengelolaan / Management Change Management Communication Capital
Pelaksanaan
perubahan

Penguatan
perubahan

• Pembuatan RJPP • Pembuatan Program Unit • Standarisasi • Pembuatan Change Charter • Pembuatan • Pembuatan
sesuai dengan visi (Masterpiece, strategis program unit • Analysis dampak perubahan Communication rencana action
misi Perusahaan dan non strategis) • Program dari program (change impact Plan berdasarkan terkait
• Penurunan RJPP ke • Pembuatan Program controlling dan analysis) hasil change penyesuaian
dalam RKAP Plan: Scope, Target, penyesuaian • Pembuatan Change Plan impact analysis organisasi, SDM
tahunan Outline Project, Timeline Change berkolaborasi dengan Fungsi • Pelaksanaan dan kapabilitas
Perusahaan dan Project Charter Management HC dan Corporate Communication • Pelaksanaan
• Pembuatan Arahan • Pelaksanaan Program • Monitoring Communication • Evaluasi hasil dari penyesuaian
kepada setiap • Penyelarasan pelaksanaan • Controlling terhadap pelaksanaan organisasi, SDM
business owner Pelaksanaan program program sesuai pelaksanaan Change Plan communication dan kapabilitas
melalui CAM setiap dengan Change program plan (Change Action) • Evaluasi hasil dari
tahun Management • Program evaluasi • Melakukan evaluasi terhadap penyesuaian
• Penyelarasan • Tindak lanjut atas hasil pelaksanaan keseluruhan organisasi, SDM
Anggaran Program evaluasi Project change action dan kapabilitas
Management dan • Pembuatan rekomendasi atas
Change Management hasil evaluasi
 FLOW PROCESS
FUNCTION
Perencanaan Business Project Change Corporate Human
Strategis Owner Management Management Communication Capitalc
• RJPP Pembuatan Program Unit
Persiapan • RKAP (Masterpiece, strategis
Perubahan • CAM dan non strategis) Standarisasi
program
Persiapan
Perubahan
Business Owner
Program Plan
Project Charter
High Level Outcome Approval
Business
Owner

Program Controlling Change Impact Analysis

Rencana
Manajemen Action Plan Change Controlling Communication Plan Align Organisation, HC
Perubahan Raci Matrix and Training Plan

Change Controlling Communication Align Organisation, HC

Program Execution
Execution and Training Execution
Pengelolaan /
Pelaksanaan CM Monitoring
Program Monitoring Communication Organisation, HC and
perubahan Evaluation Training Evaluation

Program Evaluation

CM Evaluation

Penguatan Perencanaan
Closing Update Change Plan
perubahan Perubahan
Thank You
 OUTLINE

Project analysis slide 4

Outline List
1. Latar belakang (Why We Managed Change?)
2. Pengertian
3. Ruang Lingkup program
4. Elemen Perubahan
5. Tahapan Perubahan
6. List of Possible Standardize Template
7. Framework Transformasi
8. Tim Perubahan
9. Relation Between Project & Change Management
10. CMO Best Practice
11. Roles & Responsibilities Best Practive
12. Benchmark Pelindo II
13. Existing & Proposed Process
 THE RELATION BETWEEN PROJECT &
CHANGE MANAGEMENT

Project analysis slide 8

http://satheespractice.blogspot.com/2011/12/project-management-office-pmo.html
 List of Standard
Template
Project analysis slide 8
1. Case Building Form
2. Program Charter
3. Communication Plan
a. Stakeholder Analysis
b. Communication Activity Planning
4. HC & Training Plan
5. Document Approval
6. Performance Monitoring
 CMO STRUCTURE
BEST PRACTICE
Project analysis slide 8

CMO Staff:
1. Process Expert
2. Risk and Issues Expert
3. Communication Expert
4. Planning Expert
5. Finance Expert

*Change Management Office – Benefits and Structure | Melanie Franklin Director Agile Change Management Limited | 2015
 ROLES AND RESPONSIBILITIES
BEST PRACTICE

Project analysis slide 8

Sumber Prosci’s Roles in Change Management Webinar Handout

https://studylib.net/doc/10283544/prosci%E2%80%99s-roles-in-change-management-webinar-handout
 CHANGE FLOW
PROCESS
Project analysis slide 4
CHANGE MANAGEMENT FLOW PROCESS
CHANGE BUSINESS
DIREKSI HUMAN CAPITAL ANGGARAN
MANAGEMENT OWNER

VISION BUILD A CASE Analisa Dampak Analisa

CREATE CASE Anggaran
MISSION FOR CHANGE Organisasi dan SDM

VALUE
High Level Kajian Dampak Kajian
Outline Organisasi dan SDM Anggaran

CHANGE PLAN
INISIATIF PROGRAM
· RJPP
· INISIATIF STRATEGIS
· MASTERPLAN COMMUNICATION ACTION PLAN ORG TRAINING
HC
· ROADMAP PLAN RACI MATRIX PLAN PLAN PLAN
· PROGRAM RKAP
· PROGRAM
MASTERPIECE
· INOVASI CHANGE
· PROGAM BUDAYA PROPOSAL

IMPLEMENTATION
COMMUNICATION
HC EXECUTION:
PROGRAM · ORGANIZATION
ACTIVITY EXECUTION · PEOPLE MANAGEMENT
Approval YES · TRAINING

NO MONITORING

REPORT
UPDATE
APPROVAL YES

STRENGTHENING CHANGE
NO GAP ANALYSIS

UPDATE CHANGE PLAN

COMMUNICATION ACTION PLAN ORG HC TRAINING
PLAN RACI MATRIX PLAN PLAN PLAN
 JOB DESC

Project analysis slide 8

 ROLES AND
RESPONSIBILITY
Project analysis slide 8
No Main Program ORGANIZATION ROLES
CEO BOD SPL STG PMO CORCOM HC FIN Bus Owner Other SL
1 Program Perubahan A R C C C I C C C I
2 Build Case For Change A R C I C C C I Legend:
A: Accountable
3 Change Plan A R I R R R I (Bertanggung jawab)
a. Program Charter I A I R R R I R: Responsible
(Melakukan)
b. Communication Plan C C A I R I C: Consult
c. Training Plan C C I I A/R I I (Memberi masukan keahlian)
I: Informed
d. Approval A R C I C C C I (Terinformasi untuk dijadikan
4 Managing Change guidance)

a. Program Implementation
b. Communication Execution
c. Training Implementation
d. Measuring Progres
5 Strengthening Change
a. Collecting report
b. Gap Analysis
c. Update Change Plan
d. Celebrate Progress
 NEED TO
DISCUSS
Project analysis
1. Feedback slide 8
on proposed draft
2. Scope of work program chance management
3. Conflicting Roles in Organization: Defining Effective Change Management Process in AP 2
4. Referensi BUMN lain
SPL STG PMO Corcom HC Bus Own
Change Program Leader ? ? ?
Program Charter/Plan ? ?
Communication Plan ? ?
Communication Execution ? ?
Training Plan ? ? ?
Training Execution ? ?
Measuring Activity Progress ? ? ?
Create Feedback Report ? ? ?
Legend:
A: Accountable (Bertanggung jawab)
R: Responsible (Melakukan)
C: Consult (Memberi masukan keahlian)
I: Informed (Terinformasi untuk dijadikan guidance)
 TAHAPAN
PERUBAHAN
Project analysis slide 8
MOTIVATING DEVELOP SUSTAINING
MANAGING
CREATE A VISION POLITICAL
CHANGE TRANSITION MOMENTUM
SUPPORT
•• Creating
Creating •• Describing
Describing the
the •• Assessing
Assessing •• Activity
Activity Planning
Planning •• Providing
Providing
Readiness
Readiness For
For Core
Core Ideology
Ideology Change
Change Agent
Agent •• Commitment
Commitment Resources
Resources forfor
Change
Change •• Constructing
Constructing the
the Power
Power Planning
Planning Change
Change
•• Overcame
Overcame envisioned
envisioned •• Identifying
Identifying Key
Key •• Management
Management •• Building
Building Support
Support
Resistance
Resistance to
to future
future Stakeholder
Stakeholder Structures
Structures System
System for
for
Change
Change •• Influencing
Influencing Change
Change Agent
Agent
Stakeholder
Stakeholder •• Developing
Developing NewNew
Competencies
Competencies
and
and Skills
Skills
•• Reinforcing
Reinforcing New
New
Behaviours
Behaviours
•• Staying
Staying Course
Course
 FRAMEWORK UTAMA
TRANSFORMASI
Project analysis slide 4 Fungsi Transformasi

Motivating Create Develop Political Manage Sustain

Change Vision Support Transition Momentum

Creating Describing Assess Change Activity Providing Resource

Inisiatif Program Readiness Core Ideologi Agent Planning for Change

Contoh: Build Support

• Inisiatif RJPP System for Change
Identify Key Commitment
• Masterplan Agent
Stakeholder Planning
• RKAP Constructing
• Masterpiece Overcome
Resistance Envisioned Developing new
• Inovasi Future competencies & skill
• Continous Management
Influencing
Improvement Structures
Stakeholder
Reinforcing New
Behaviour

Business Process Owner Unit

 Build A Case
For Change
ProjectHighanalysis
Level Outline
slide 4 Impact Other Factor

Internal
Proposed Change Time
Define impact on:
• People
• Process
Required Change • Technology Cost
• Structure

1. Potential Benefit
Expected Outcome 2. Potential Adverse Effects Others

Stake Holders

Define impact on:

• People
• Stakeholders
• Product or Services

1. Potential Benefit
2. Potential Adverse Effects
 Change Plan

Project Change
analysis
Plan
slide 4Communication Plan Training Plan

Change Action 1. Ruang Lingkup

2. Target Peserta
RACI MATRIX 3. Nama dan Jenis
1. Sasaran Pelatihan
2. Komunikator 4. Sistematika Pelatihan:
Structure
3. Media Komunikasi • Key learning objective
4. Pesan Kunci • Lama waktu
People • Metoda
5. Timing
• Kriteria kesuksesan
6. Frekuensi
Time & Cost • Pengukuran
7. Sumber Daya
5. Estimasi Jumlah Sesi
8. Evaluasi
Measurable Outcome 6. Estimasi Jumlah
Peserta
7. Estimasi Biaya
 Implementation
Plan
ProjectManaging
analysis
Change
slide 4 Communication Training

Implementasi:
Upaya Penyelarasan
kondisi eksisting
dengan rencana
1. Sasaran
perubahan melalui
strategi komunikasi 2. Komunikator
3. Media Komunikasi 1. Pelaksanaan Training
4. Pesan Kunci 2. Evaluasi Training
5. Timing 3. Training Report
Mengelola resistensi / 6. Frekuensi
penolakan 7. Sumber Daya
8. Evaluasi
 Strengthening
Change
ProjectFeedback
analysis
Report
slide 4 Gap Analysis Update Implementation

1. Koreksi aktifitas
implementasi
2. Menyampaikan berita
1. Evaluasi periodik
keberhasilan
2. Pemastian
1. Analisa gap 3. Memberikan
implementasi
2. Efektifitas kegiatan penghargaan pada
lapangan
karyawan ataupun unit
3. Survei
yang berhasil
mengimplementasi
perubahan
 Strategi Komunikasi
(contoh)
Project analysis slide 4

Media Sosial / Media Massa

Rapat Gabungan
Rapat Pimpinan

CEO Messages
No Sasaran Komunikator

CuAP2 Radio
Rapat Direksi

Newsletter
CuAP2 TV

Whatsapp
iPerform
SAPA
Email
1 Senior Leader Direktur Utama / √ √ √
Direktorat/Divisi/KC/Anak Direksi / VP CTG
Usaha
2 Middle Manager VP setingkat /VP CTG √ √ √ √ √ √
3 First line Manager AVP setingkat √ √ √ √ √ √
4 Pelaksana Staff SO setingkat / VP √ √ √ √ √ √
CTG
5 Media / Pers Direksi / VP Corcom √
6 Stakeholder Utama Direksi / VP setingkat √
7 Stakeholder Pendukung Direksi / VP setingkat √
8 Stakeholder Kunci Direksi / VP setingkat √
Frekuensi
 DEFINITION

Project
Change analysis
Change isis generally
generally aa response
slide
response to
to some
4 threat oror opportunity
some significant
significant threat opportunity arising
arising outside
outside of
of the
the organization.
organization.

According
According to
to Pettigrew
Pettigrew (Daft,1983):
(Daft,1983):
“Changes
“Changes within
within an
an organization
organization take
take place
place both
both in
in response
response toto business
business and
and economic
economic events
events and
and toto processes
processes
of
of managerial
managerial perception,
perception, choice
choice and
and actions.
actions. Managers
Managers inin this
this sense
sense see
see events
events taking
taking place
place that,
that, to
to them,
them, signal
signal
the
the need
need for
for change”
change”

Organizational
Organizational Change,
Change, Celal
Celal Bayar
Bayar Üniversitesi
Üniversitesi (2003)
(2003)

The
The main
main causes
causes of
of change
change that
that give
give rise
rise to
to change
change programmes
programmes being
being initiated
initiated can
can be
be classified
classified as
as follows
follows
(Wilson,1994:
(Wilson,1994: 164-184):
164-184):

External
External causes
causes of
of change
change can
can bebe as
as aa result
result of
of changes
changes inin the
the level
level of
of technology
technology used,
used, market
market place
place changes,
changes,
customer
customer expectations,
expectations, competitor
competitor activities,
activities, quality
quality and
and standards,
standards, government
government legislation
legislation or
or political
political values,
values, as
as
well
well as
as changes
changes inin the
the economy.
economy. Depending
Depending on on their
their current
current situation
situation and
and aspirations,
aspirations, different
different companies
companies willwill
react
react to
to these
these external
external stimuli
stimuli in
in different
different ways.
ways.

Internal
Internal context
context of
of change
change relates
relates to
to management
management philosophy,
philosophy, structure,
structure, culture
culture and
and the
the system
system of
of power
power control.
control.
 Critical Aspect
To Address
Project analysis slide 6
ORGANISASI REGULASI DAN SOP

CHANGE
KEWENANGAN DAN IMPLEMENTASI
AKUNTABILITAS
PROGRA DIGITALISASI
M

PEOPLE MINDSET DAN

(Kapabilitas, Kualitas dan
Kuantitas) CULTURE
 Project Analysis

Project analysis slide 5

25

20

15

10

LOREM IPSUM LOREM IPSUM LOREM IPSUM

5,980 -1.19 $ 113,200.50

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eiusmod tempor. eiusmod tempor. eiusmod tempor.
 Project Analysis

Project analysis slide 6

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consectetur adipiscing elit, sed consectetur adipiscing elit, sed consectetur adipiscing elit, sed
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consectetur adipiscing elit, sed consectetur adipiscing elit, sed consectetur adipiscing elit, sed
do eiusmod tempor incididunt. do eiusmod tempor incididunt. do eiusmod tempor incididunt.
 Project Analysis

Project analysis slide 7

“Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis suscipit in tellus ac bibendum. Sed congue
5,980,650.32 lacus vitae tellus finibus, eu faucibus nisi ullamcorper. Quisque volutpat leo at arcu placerat, quis
pellentesque tellus bibendum. Proin et luctus nisl, ut viverra eros. Suspendisse pharetra mattis purus eu.”

38
 Elemen Perubahan

Project analysis slide 3

TUJUAN TECHNICAL FINANCIAL ECONOMIC ECOLOGICAL

PERUBAHAN ANALYSIS ANALYSIS ANALYSIS ANALYSIS

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mekanisme kerja organisasi eiusmod tempor eiusmod tempor eiusmod tempor eiusmod tempor
serta pola pikir dan budaya incididunt ut labore et incididunt ut labore et incididunt ut labore et incididunt ut labore et
kerja individu atau unit kerja dolore magna aliqua. dolore magna aliqua. dolore magna aliqua. dolore magna aliqua.
di dalamnya menjadi lebih
baik sesuai dengan tujuan
dan sasaran
 Project Analysis

Project analysis slide 8

POSITIVE NEGATIVE

STRENGTH WEAKNESS
INTERNAL

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elit, sed do eiusmod tempor incididunt. elit, sed do eiusmod tempor incididunt.

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elit, sed do eiusmod tempor incididunt. elit, sed do eiusmod tempor incididunt.

OPPORTUNITY THREAT
EXTERNAL

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elit, sed do eiusmod tempor incididunt. elit, sed do eiusmod tempor incididunt.

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elit, sed do eiusmod tempor incididunt. elit, sed do eiusmod tempor incididunt.
 Project Analysis

Project analysis slide 10

Project Risk Analysis
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16
vitae tellus finibus, eu faucibus nisi ullamcorper.
14

12

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8 vitae tellus finibus, eu faucibus nisi ullamcorper.

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2
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0 vitae tellus finibus, eu faucibus nisi ullamcorper.
 Editing Data
Slides
Project analysis slide 11

If you would like to modify the

data in the graphs and chart
included in this template, simply
right click on the diagram and
select Edit Data in Excel.

Excel will then open and you

can edit the relevant data.