The levers of change in business Tutorial

Unlock the secrets to thriving in a continuously evolving business landscape with "The Levers of Change in Business." Explore eight critical levers that drive successful transformation, from organizational structure to individual motivation. Discover strategies that empower managers to navigate change effectively, enhancing agility and fostering a culture of improvement. Don't miss out on insights that could reshape your approach to change management!

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of the hierarchy accompanied by a team of consultants.

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Change used to be punctual,

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declined

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vertically.

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There followed a long period of stability pending the next reorganization.

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The time of changes in fits and starts is over.

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Change has now become permanent and pervasive.

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Suddenly we no longer speak of change but of

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transformation or even dynamic evolution or continuous improvement.

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The business becomes organic,

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alive,

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scalable.

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We don't say that a tree changes when it develops a new branch

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or when it takes an unexpected turn to adapt to its surroundings.

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Here are the 8 branches on which you can rely in order to succeed

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and balance the changes.

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Here are the 8 levers for change.

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At the collective level,

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the structure,

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the systems,

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management,

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culture.

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At the individual level,

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the organization,

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skills,

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the retribution,

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and management.

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This video is inspired by the work of change consultant Arnaud Tonella.

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I give managers an overview of the levers used by change consultants,

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because to the extent that change is permanent,

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managers must know how to understand it and how to lead it,

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even if they will be helped by an internal team or external consultants.

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One,

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what are the organizational levers for change?

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They are 4,

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the structure,

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the systems,

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management methods,

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culture.

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These levers are interdependent.

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A change in one will have an impact on the others.

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The more important a change,

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the more you will have to play dressily on these 4 levers in order to facilitate it.

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What is the structure of the company and where do we want to take it?

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Is it a pyramid structure by business units,

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by geographic areas,

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matrix,

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silos?

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Are transversality and inter-service cooperation effective?

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Does the business work mainly on projects?

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Does recruitment promote mobility from one entity to another?

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How many layers of management are there in an environment that requires

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responsiveness and flexibility?

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He's not recommended to keep too many hierarchical levels.

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Shortening the hierarchical chain often means gaining decision-making agility

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and speed of execution in the field of strategy.

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A leader,

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when he or she arrives,

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first observes the structure of the organization.

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Is it our current organization,

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whether by geographic areas,

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product,

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or business units,

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adapted to the current social economic environment?

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Should the structure be changed to better respond to the new strategy?

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Second,

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collective lever for change systems.

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Three major groups of systems are to be

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analyzed in the implementation of the change.

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HRM systems,

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how do we assess individual performance?

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How is the recruitment done?

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Is it adapted to the priorities of the company?

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Is it adapted to the needs of the field?

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What is the quality of the training plan?

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Do the leaders attach importance to training?

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How is the salary calculated?

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What is its variability?

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Does the manager have room for maneuver?

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Do we take into account in the salary

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commitments in cross-functional projects that were not noted

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on the objective sheet decided at the beginning of the year?

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Management systems,

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what are the management tools?

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Does the ground manager use reporting and dashboards,

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or is it reserved for the upper layers?

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Is there any project management software?

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What is the quality of the planning tools,

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dashboards,

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performance barometers,

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management control?

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Do they have an impact on decision making?

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Information systems,

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what information is circulating?

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How does it circulate?

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How does it go top down?

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How does it go bottom up?

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How quickly is it fluid?

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Is there inter-service communication?

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What tools are used?

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Are there instant video messages

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on internal social network,

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online collaborative platform?

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Third,

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collective lever for change management methods.

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It is more difficult and time consuming to change

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a management style than a structure or a system.

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It does not remain less an essential lever of change.

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The management method can be assessed on 3 levels

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executive management,

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managers,

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and collaborators.

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On the executive management side,

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we will observe its balance,

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its cohesion,

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the effectiveness of its meetings,

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and the decision making process.

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What type of management do the leaders advocate?

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Aut authoritarian,

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bureaucratic,

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participatory?

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Is there a consistency between the speech and the reality?

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From the manager's side we will observe their profiles,

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their upward and downward communication,

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their ability to make sense of,

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to carry and manage change,

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their level of delegation,

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their ability to prioritize according to the evolution of the overall strategy,

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their degree of presence and support for the teams.

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On the staff side,

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we will observe their average time in a position.

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Their degree of responsibility and initiative,

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the number of training days and type of training followed.

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Are they informed about the results and the strategy of the company?

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Do they know the environment outside the company,

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the market,

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the competition?

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How are their suggestions heard and taken into account by the management?

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Fourth collective lever for change,

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culture.

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What is the culture of the company?

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Culture,

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according to Arnold Tonela,

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is everything that cannot be seen

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is not expressed,

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but directs behavior.

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This is the water from the goldfish's bowl.

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It doesn't see it,

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it doesn't even know it's in it,

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and yet it bathes in it.

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Only an external eye is able to spot its characteristics.

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Culture is values.

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Are they named?

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Culture is habits.

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Are they adjusted?

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What is the managerial culture?

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What is the culture of support?

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Is there a culture of performance,

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a culture of feedback?

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How familiar are employees with change,

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permanent in fits and starts,

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imposed?

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What is the level of economic culture,

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knowledge of strategic orientations,

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knowledge of customer needs,

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etc.

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We have seen the four levers of collective change structure,

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system,

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management style,

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and culture.

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Now let's see what are the individual levers for change.

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What are the levers on which to act to involve individuals in the change?

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Arnold Tonelais also counts for

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the organization,

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the skills,

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the reward,

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and the motivation.

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First individual lever,

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the organization.

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The individual faced with change will ask themselves the question

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of the realistic possibility of bringing about this change.

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Is this my role,

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my mission?

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Can the processes help me?

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I am told that the after sales service is now centralized in our entity.

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Are the shops that took care of it aware of it?

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How will the liability shift happen?

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Will HR help me recruit?

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In short,

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can I concretely do what I'm asked to do?

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Second,

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individual lever skills.

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Once the individual knows that they can concretely do what they are asked to do,

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they will ask themselves a new question.

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Will I be able to do what I'm asked?

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Do I have the qualities and abilities?

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Will I be accompanied by consultants,

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by a coach,

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by a mentor,

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by a pair?

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Will I be able to register for the training that will prepare me for this mission?

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Third individual lever,

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reward,

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new step.

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OK,

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I can lead the change and I have the capacity,

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but what's in it for me?

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What do I gain from using new software,

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from changing job,

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from taking on new responsibilities?

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Employees think

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implement a change

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which will probably result in the elimination of my position

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without being promised anything afterwards.

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What's in it for me?

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They also say before

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I had a lot of autonomy.

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Now with the fusion,

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I have to go to the steamroller processes imposed on us by the parent company.

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What's in it for me?

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Ah,

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I have access to a multitude of positions in the main entity,

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new professions,

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other geographic locations.

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OK,

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this is a win-win.

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The company can reward those who work positively for

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change through different strategies by signs of recognition,

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by opening up prospects for professional development internally,

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by offering requested training,

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by offering teleworking,

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or in stumbling currency,

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salary,

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bonuses.

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The last individual lever for change is motivation.

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I can do it.

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I know how to do it.

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I'll have a return on my investment,

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but do I really want to?

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At this stage,

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internal communication will play an essential role.

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The management must know how to sell the change and how to value its benefits.

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The management can rely on benchmarking by valuing the success of other

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companies or competitors who have made the change they want to make.

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It can show companies that have set up

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the maintenance system that they plan to deploy.

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It can organize visits to the future

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production headquarters or show its building model.

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It can have external entities or personalities

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testify to the benefits of the change.

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A positive dynamic driven by the management and each manager will also strengthen

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individual motivation.

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Presence of the hierarchy,

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even in the field,

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listening,

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conviction.

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Finally,

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let's not forget the importance of team cohesion

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and the social climate to facilitate change.

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Fear of change can lead to reactions of withdrawal or competition.

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Indeed,

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by survival reflex,

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individual interest takes precedence over collective interest.

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Will I keep my job?

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Which of us will be fired?

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Sometimes clans are formed.

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If the team remains united in a good social climate,

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the change will be easier.

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Get the message across.

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Let's go together.

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The eight individual and collective levers that we

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have described in this video are guides on which

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you can rely to diagnose the need for change and define the actions to be taken.

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What levers do you think you should rely on as a priority in the change?

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Where do you plan to start

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the change?

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