Charting the path of change Tutorial

Are you navigating the challenges of business change? In 'Charting the Path of Change,' we unveil a systematic approach to achieving successful transformations in organizations. Discover why up to 66% of changes fail and how to involve all stakeholders effectively. Join us to map your journey from A to B and create a more satisfying future for everyone involved. Dive in and learn how strategic planning can revolutionize your company's changes and initiatives!

  • 09:27
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résultat(s)
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at least 2 out of every 3 changes in business are failures,
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both in SMEs,
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small and medium enterprises,
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and large companies.
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Deadlines are not respected,
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the budget is exploding.
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Expected benefits don't really materialize or even worse,
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employees reject changes by forcing a backtracking.
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Was the change necessary?
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Was it well planned?
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How was its deployment organized?
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Were the employees involved?
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In this video,
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we will focus on a way to map out the path of change
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to where we are going
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and what steps to go through.
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To change
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is to go from a State A to a state B
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with the desire that state B
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is more satisfying than state A,
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but more satisfying for whom?
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For shareholders,
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for the hierarchy,
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for the customers,
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for employees,
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ideally for everyone.
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Everyone must see their own interest in it,
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otherwise the transformation risks slipping.
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If the shareholders do not validate the change,
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there will be no money to finance it,
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and each change is an investment in money,
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time,
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people.
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If the hierarchy is not interested in it,
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it will not generate it.
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If the customers do not gain from it,
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they will walk away.
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If the employees are the losers,
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they will slow it down.
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When we define change,
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the ideal is indeed to be aware of the needs
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and desires of all the people who will be impacted.
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Tracing the path without them is far too risky.
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We will take up this point again later on.
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In this video,
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I will borrow some principles from the NLP I teach.
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Define the current situation
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and the desired situation after change what is called the present state
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and the desired state.
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Defining the present state is to make an inventory of the current situation at time T
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before the change.
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Strengths and weaknesses.
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You can use the logical levels model of Robert Dilts.
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One,
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description of the internal environment
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of the company or department where,
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when,
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who.
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2
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description of behavior.
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The what actions,
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jobs,
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processes,
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what staff do.
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3,
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the description of abilities,
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the how,
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skills,
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talents,
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qualities to rely on.
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4 description of the department's beliefs and values.
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And 5,
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the description of identity and meaning or mission.
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You have decided to lead a change around recruitment processes.
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First,
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draw the current state of it,
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the environment,
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who is recruiting,
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when,
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via which networks and partners.
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Behavior,
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what do the people involved in recruitment do?
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Job seekers,
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employees of the HR department,
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management,
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financial and legal services,
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managers,
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the teams that will host the new recruit,
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the interim agencies or the headhunters.
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Abilities,
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what are the qualities,
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skills,
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talents that are at the service of recruitment?
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Recruitment beliefs and values seen from the inside
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of the company and seen from the outside,
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and finally the identity and meaning of
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the internal and external recruitment process.
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The next step
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is to define the desired state,
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what the recruitment process will look like
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when the change has been successfully completed.
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Young talent who will send unsolicited applications,
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an ideal welcome for newcomers,
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an equivalent salary scale for all,
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headhunters who don't suggest the wrong candidates
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and participatory and satisfied managers.
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As we reminded you at the beginning of the video,
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the interests of change diverge according to individuals and groups.
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A job seeker,
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a manager,
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an HR manager and a shareholder
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do not have the same notion of the desired state.
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In order for the change to be successful,
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it will be necessary to take into account the desires of each and every one of them
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as much as possible.
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In order to make
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a 360 degree diagnosis of the desired state,
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I therefore invite you to collect as much as possible the vision
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of all the people who will be concerned by the change,
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the head hunting and interim agencies you are working with.
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What positive and negative views do they have of recruitment in your company?
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Job seekers,
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how do they view the recruitment process in your company,
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both positively and negatively?
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The managers similarly,
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the HR department,
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invite
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all members of your change steering committee to take turns
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taking the roles of the groups you have defined.
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Have them play
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the group of managers who express the
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strengths and weaknesses of the recruitment process.
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Have them play
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the group of job seekers who express the
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strengths and weaknesses of your recruitment process,
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and so on.
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Play the recruitment agencies,
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internal employees,
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customers,
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shareholders.
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Let
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everyone take turns speaking about what they observe and what they want.
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This stage of role playing will enrich the present state grid and
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above all define the desired state expected by each of them.
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Go to the end of this step by going back to the levels of the dilts scale.
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Make an ideal description after change of the
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internal environment of the company or department,
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the where,
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when,
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who.
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The ideal description of behavior,
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the what actions,
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jobs,
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processes,
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what people do.
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The ideal description of abilities,
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the how,
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the skills,
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the talents,
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the qualities,
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the ideal description of the beliefs
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and the values of the department,
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the why,
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and finally the ideal description of identity and meaning.
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After a detailed description of the present and desired state,
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analyze the contrasts.
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What is similar and what is different.
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This will give you the initial vision of change.
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According to the gap between situation A and situation B,
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you will then be able to evaluate the importance of
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the change and at what level it is located.
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At this stage,
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choices will have to be made.
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What are the validated desired states
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that we choose to define as objectives?
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What do we keep,
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what do we leave?
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The broader and more strategic the change is,
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the more time you will need to validate a desired state
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by measuring in particular the direct and indirect
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consequences of the change on the current system.
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The fourth step
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is to define the path of change,
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the process and steps to go from State A to State B,
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from the present state to the validated desired state.
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There are two complementary approaches to define the past forecasting,
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starting from the current state
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to go to the desired state.
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What is the first thing we're going to change?
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What has first to be changed in the environment,
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behaviors,
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abilities,
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etc.
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and then what will be the second step
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that will prove we are moving towards the desired state?
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The second approach is back casting.
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You start from the desired situation
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and gradually work your way to the present state.
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Here we are on March 1st.
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Our recruitment process is renewed and everyone is satisfied.
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We succeeded.
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What did we do to achieve this success?
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Where were we on February the first,
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and what was the situation like on January the 1st?
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And so you can go back in time to the present moment.
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It might be interesting to split the steering group in two on this question,
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one that does the forecasting and the other the back casting,
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then to put everything in common.
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At the end of this step,
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your itinerary is drawn to go from your point A to point B.
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At each step you have defined with whom,
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where and when.
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The operations to be conducted,
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the skills to be developed,
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the qualities to build on,
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the means to be implemented,
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helping beliefs and values to foster,
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identity representation and the meaning given to the action.
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You will still have to pilot and accompany the
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change which other physios will present to you.

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