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You will collect both positive and negative data that
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will need to be seriously taken into account.
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Studying the impacts of the change will help you
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validate before launching a change its relevance.
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Does it represent a real interest for the organization and for people?
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prepare to manage the consequences and other risks generated by the change.
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anticipate resistance to overcome it.
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Here is a brief summary of three change impact analysis matrixes.
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The futures wheel,
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This tool allows a global graphic view of the consequences of a planned change.
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Note the change in the center,
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then shape around a few bubbles,
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and note inside of them the first level consequences of this change.
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In the first circle,
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only the direct and obvious impacts of the
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change will appear positive and negative impacts.
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If we have the project of reducing our training budget,
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we will have items like risk in drop of participant satisfaction,
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operational time savings,
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risk of declining skills.
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Another example of a change project,
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developing teleworking.
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On the first level you can note in positive employee satisfaction,
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development of autonomy,
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and in negative supervision difficulty distance from the team.
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Then focus on each bubble in this first circle,
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forgetting the central subject of the change and
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imagine the new consequences that will be generated,
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positive or negative,
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and build your third circle,
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then 4th circle,
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I recommend building the future's
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wheel through collective brainstorming with the
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use of Post-it notes or even better with mind mapping.
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This approach will provide visual insight into the change.
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Is it relevant to conduct it?
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Should it be circumscribed?
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What is the action plan to deploy to maximize
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the imagined positive impacts and minimize negative impacts?
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How are we going to communicate about the change?
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You can also study the impacts of the change with the impact matrix.
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This matrix is used to measure the impacts of the change on people
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and to decide the necessary support to provide.
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Make a 6 column table.
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and technical services.
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In the second column,
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note the numbers concerned for each line.
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In the 3rd column,
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note the concrete changes planned mobility,
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change of hierarchical attachment,
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new expectations.
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In the 4th column,
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note the degree of change.
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Is this change weak,
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or strong degree 3?
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In the fifth column,
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note how the change is received by the affected groups.
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Is it seen as a gain and why?
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Is it seen as a loss and why?
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write down the support needs of the population concerned.
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Will it be necessary to call a support team of external consultants,
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individual coaching,
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and mobility support?
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Will it be necessary to allocate an additional budget
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or temporary bonuses on the change?
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Should we support the redefinition of missions
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and grant targeted training for their implementation?
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Will it be necessary to organize an inter-service working group
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that will have weekly meetings?
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Will there be a need for a significant field
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presence of senior executives in the first few months?
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What support is needed to maximize the positive
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impacts of the change and minimize the risks?
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And among these,
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which are the priorities?
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This is the role of the change management team
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to fill in this matrix after having listened to the field
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through individual or group interviews.
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And by surveys on the social climate,
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as the accompanying measures have been decided,
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a budget will have to be allocated to each line.
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Third form of analysis of the impact of
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change using McKinsey's seven S matrix structure,
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styles of management,
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Bring together a multi-skilled team allowing a holistic
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vision of the impacts on the 7s.
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They will be able to,
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will have to involve operational staff in their analysis
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of the 7S to explore all the possible effects.
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The change should be filtered through the seven domains.
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Will a change like a merger have an impact on the seven areas?
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Will the move or overhaul of the information system impact the 7s?
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Not all of them,
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or to very different degrees.
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So take a look at the 7 S of the main changes.
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If your change has an impact on the strategy,
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you will have to redefine the missions and strategic objectives,
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adjust the allocation and planning of resources.
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If your change has an impact on the structure,
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this will require rethinking the organization of work,
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a centralized or matrix organization,
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division by geography or business units,
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rethinking processes and professions.
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If your change has an impact on the staff,
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it will change the number and profile of employees,
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including outsourced workers.
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If your change has an impact on systems,
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either the information systems and or financial systems,
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and decision systems.
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If your change has an impact on shared values,
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you will need to anchor new values,
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and standards of behavior.
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If your change has an impact on the skills,
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on the know-how of the organization and individuals,
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will there be obsolete expertise,
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new skills to acquire?
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Will it be necessary to train?
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If your change has an impact on management style,
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will the behavior of leaders and managers have to change?
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Will it be necessary to set up more transversality?
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To set up a more precipitative management to promote initiative.
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what style of management will be best suited to change?
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Brainstorm the impacts on the seven areas.
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as for the other two impact matrices proposed in this video,
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group the impacts,
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and prioritize them.
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decide on the course of action.
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And allocate the necessary time
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