Dez Princípios da

Gestão de
Mudanças
Para além dos melhores planos
estratégicos e táticos
 More than:
What success at
The best strategic and tactical plans;
Large-Scale
The traditional focus of senior executives and their advisers.
Transformation
demands.
Success at large-scale transformation demands:

People’s side understanding: behavior, background, goals.

Company’s side: people, culture, values, routines, behaviors, results.

Value to be added by sustained collective actions: design, execute and

living the change.
 By scale: all or most of the organization.
Long-Term
Structural
Transformation By magnitude: significant alterations of status quo.
Characterization.
By duration: how many time change program last.

By strategic importance.
What senior
executives worries the
must.
CEOs often wonder about:
– “how the workforce will react”
– “getting my team to work together and pull this off”
– “leading my people through this”
– “retaining our unique values and sense of identity”
– “creating a culture of commitment and performance”
The following Top Ten guiding principles for transformational
change is a set of practices, tools, and techniques thar can be
adapted to a variety of situations, as a systematic, holistic
framework for executives to understand what to expect, how to
manage personal change and how to engage the entire
organization in the process.
Address human Any transformation of significance will create:
side • People issues;
• New leaders will be asked to step up;
systematically. • Jobs will be changed;
• New skills and capabilities must be developed;
• People will be uncertain and will resist

Deal with these issues on a reactive, case-by-case

basis can put at risk:
• Speed;
• Morale;
• Results.
A disciplined approach to Change Strategy (Decide);
Management (Deploy) must be one of
Address
Capability Building (Design);
the four pillars of any transformation
Program Management (Drive)
approach, along with:

As much data collection and analysis;

human side
This fact-based approach demands:
Planning;
Implementation discipline as a redesign of:
systematically
•Strategy, systems, or processes.
.
Be fully integrated into program design and decision-making, both
informing and enabling strategic direction;
It should: Based on a realistic assessment of the organization’s history,
readiness, and capacity to change;
Link multiple change initiatives together.

A formal approach for managing change, beginning with the leadership team
and then engaging key stakeholders and leaders, should be developed early
but adapted as change moves through the organization.
 When Change is on the horizon all eyes will turn to the
CEO and the leadership team for:
Starts at the top, – Organization;
– Strength;
on day one. – Support;
– Direction.

To challenge & motivate all the institution, leadership

must change first, with one voice and “walking the talk”
to model desired behavior.
Individual executive team members are going through
their own personal changes and be supported to agree
with their executive team members.
Executive teams best positioned for success are those
who work well together, are aligned and committed to the
direction of change, understand the culture and behaviors
it intends to introduce, and can model those changes
themselves.
Real change happens at the bottom.
Transformation progress affecting different levels of the organization, must include plans to
identify leaders and push responsibility for design and implementation down through the
organization.

1 Build leadership team

Establish case for change and craft vision
“Engage the top and
Conduct cultural diagnostic
lead the change” Build change elements into program design

2 Identify and empower key change agents

Create cross-functional teams
“Cascade down
Design organization-wide change program
and break barriers” Roll out communications plan

Roll out change program at the base

3
Measure change
“Mobilize the basis Embrace learning and knowledge sharing
Provide needed training and support
and create ownership”
Facilitate bottom-up and top-down communication
Real change happens at the bottom.
Leadership team and its direct reports.
– Strategy and target setting responsibility.
Layer of executives and senior managers, design teams.
– Prepared to work across silos and lead the change.
Line managers and individual contributors
– Implementation.
Each layer must have identified, trained leaders aligned to the
company’s vision, equipped to execute their specific mission,
motivated to make change happen, and released from their current
assignments and dedicated to the work of change.
 Confront reality, demonstrate
faith, and craft a vision.
Common reactions and questions made by individuals:
– To what extent change is needed;
– Whether the company is headed in the right direction;
– Whether they want to personally commit to making change happen.
How to take advantage of this invaluable opportunity for leadership team
alignment?
– Articulate a formal case for change;
– Create a written vision statement;
– Customize this message for various internal audiences describing the pending change in terms
that matter to the individual;
– Confront reality and articulate a compelling need for change;
– Demonstrating faith that the company has a viable future and the leadership to get there;
– Providing a roadmap to guide behavior and decision-making.
Change programs require: Ownership is often best
Create
— Distributed leadership with broad
created by: ownership.
influence over decisions both visible — Involving people in identifying issues
and invisible to the senior team; and crafting solutions;
— Change leaders must over-perform — reinforced by a combination of tangible
during the transformation; and psychological incentives and
— Be the zealots that create critical mass rewards.
for change in the workforce;
— More than mere buy-in or passive
agreement of acceptable direction of
change;
— Demands ownership by leaders willing
to accept responsibility for making
change happen in all of the areas they
influence or control.
 — Involving people in identifying issues and
Ownership is often
Create
crafting solutions;
best created by: — reinforced by a combination of tangible and
psychological incentives and rewards.

ownership.
It is recommended to create “design and build” teams led by
key change agents to develop the core strategies they will
need to implement.

Middle and line managers are likewise engaged in Phase

III of the change program to flesh out the detailed
implementation plans that they will follow.
Practice targeted over-communication.
Common Change leaders’ mistakes are to believe that others think
as they do about:
– Understanding the issues;
– Feeling the need to change;
– Seeing the new direction clearly.
The best change programs reinforce core messages through regular,
timely advice that is both inspirational and actionable.
Communication is:
– Outbound and inbound;
– Targeted to provide employees the right information at the right
time;
– Solicit their input and feedback;
– check in on their emotional response to what they’ve heard.
Practice targeted over-communication.

Over-communication for Change However, communication must Best change leaders’

Programs often require: be: characteristics:
Multiple channels; Timed; Speak from the heart;
Redundant channels. Coordinated; Convey a deep sense of personal
Consistent; commitment;
Personal. Tell a consistent story;
View telling the story as a key
responsibility in the change process.
Explicitly address Company’s culture:
culture & attack • Is an amalgam of explicit values and beliefs, shared history,
and common attitudes and behaviors.
the cultural center. To be successful, Change Programs often require:
• Amending, creating, retaining, or merging culture.

Culture should be addressed as any other area. This

requires:
• Develop a baseline through a cultural/organizational
diagnostic;
• Define an explicit end-state or desired culture;
• Devise detailed plans to make the transition.
Explicitly address After completing the vision and thinking about the
desired culture, leaders can assess the current culture
culture & attack to:
• Understand the gaps that need to be bridged;

the cultural center. • Identify strategies to accelerate the development of a new culture.

Leaders should be explicit about:

• The type of culture and underlying behaviors that will best support
the new way of doing business;
• Find opportunities to socialize, model, and reward those behaviors.
• Devise detailed plans to make the transition.

Often an effective way to jump-start culture change is attacking

the cultural center of a company — the locus of thought,
activity, influence, or personal identification.
Access the cultural landscape early.
– Pick up speed and intensity as cascade down the change program;
– Culture and behaviors at each level of the organization are critically
important to understand and account;
This cultural diagnostics will help on
– Assess organizational readiness to change;
– Bring major issues to the surface;
– Identify cultural factors that will support or inhibit change;
– Target sources of leadership and resistance;
– Identify and consider the core values, beliefs, behaviors, and perceptions
for successful change to occur;
– Design key change elements as the common fact baseline, such as:
– The new corporate vision;
– Build infrastructure and programs needed to drive change.
Prepare for the unexpected.
– What could happen?
– Unexpected ways of reaction from people;
– Areas of anticipated resistance will fall away;
– External environment will shift.
– What to do?
– Constant reassessing the impact of change efforts;
– Organization’s willingness and ability to adopt the next wave of transformation.
– How to do?
– Elevate and resolve issues through feeding transformation by:
– Real data from the field;
– Supported by information and decision-making processes.
– Make the adjustments necessary to maintain momentum and drive results.
 Speak to the individuals, as well as to the institution.

1 2 3 4
Talk to individuals or teams of Be honest and as explicit as possible: Involve people in the change process: Sanction or remove people standing in
individuals, about: • People will react to what they see and hear around • Provide highly visible rewards (promotion, the way of change:
• How their work will change; them. recognition, bonuses) as dramatic reinforcement • Reinforce the institution’s commitment.
• What is expected of them before, during and after for embracing change.
the change program;
• How they will be measured;
• What success or failure will mean for them.
Conclusions

Go beyond than dwelling on plans Face up human issues:

and processes
They don’t talk back the more difficult
They don’t respond emotionally the more critical