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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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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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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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At the individual level,
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the organization,
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the retribution,
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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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what are the organizational levers for change?
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management methods,
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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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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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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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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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collective lever for change systems.
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Three major groups of systems are to be
00:03:08
analyzed in the implementation of the change.
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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
00:03:43
on the objective sheet decided at the beginning of the year?
00:03:47
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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performance barometers,
00:04:04
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?
00:04:13
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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collective lever for change management methods.
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It is more difficult and time consuming to change
00:04:39
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,
00:04:53
and collaborators.
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On the executive management side,
00:04:57
we will observe its balance,
00:05:00
the effectiveness of its meetings,
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and the decision making process.
00:05:05
What type of management do the leaders advocate?
00:05:08
Aut authoritarian,
00:05:12
Is there a consistency between the speech and the reality?
00:05:16
From the manager's side we will observe their profiles,
00:05:20
their upward and downward communication,
00:05:23
their ability to make sense of,
00:05:25
to carry and manage change,
00:05:28
their level of delegation,
00:05:29
their ability to prioritize according to the evolution of the overall strategy,
00:05:34
their degree of presence and support for the teams.
00:05:38
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?
00:05:54
Do they know the environment outside the company,
00:05:58
the competition?
00:06:00
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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What is the culture of the company?
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according to Arnold Tonela,
00:06:13
is everything that cannot be seen
00:06:16
is not expressed,
00:06:17
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,
00:06:25
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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Culture is habits.
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Are they adjusted?
00:06:37
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,
00:06:44
a culture of feedback?
00:06:46
How familiar are employees with change,
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permanent in fits and starts,
00:06:53
What is the level of economic culture,
00:06:56
knowledge of strategic orientations,
00:06:58
knowledge of customer needs,
00:07:01
We have seen the four levers of collective change structure,
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management style,
00:07:09
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
00:07:21
the organization,
00:07:25
and the motivation.
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First individual lever,
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the organization.
00:07:31
The individual faced with change will ask themselves the question
00:07:35
of the realistic possibility of bringing about this change.
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Is this my role,
00:07:41
Can the processes help me?
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I am told that the after sales service is now centralized in our entity.
00:07:48
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?
00:07:56
can I concretely do what I'm asked to do?
00:08:01
individual lever skills.
00:08:03
Once the individual knows that they can concretely do what they are asked to do,
00:08:08
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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Will I be able to register for the training that will prepare me for this mission?
00:08:26
Third individual lever,
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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,
00:08:38
from changing job,
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from taking on new responsibilities?
00:08:43
implement a change
00:08:44
which will probably result in the elimination of my position
00:08:48
without being promised anything afterwards.
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What's in it for me?
00:08:52
They also say before
00:08:54
I had a lot of autonomy.
00:08:56
Now with the fusion,
00:08:58
I have to go to the steamroller processes imposed on us by the parent company.
00:09:02
What's in it for me?
00:09:04
I have access to a multitude of positions in the main entity,
00:09:08
new professions,
00:09:10
other geographic locations.
00:09:12
this is a win-win.
00:09:14
The company can reward those who work positively for
00:09:17
change through different strategies by signs of recognition,
00:09:22
by opening up prospects for professional development internally,
00:09:26
by offering requested training,
00:09:28
by offering teleworking,
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or in stumbling currency,
00:09:34
The last individual lever for change is motivation.
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I know how to do it.
00:09:40
I'll have a return on my investment,
00:09:42
but do I really want to?
00:09:45
internal communication will play an essential role.
00:09:49
The management must know how to sell the change and how to value its benefits.
00:09:54
The management can rely on benchmarking by valuing the success of other
00:09:58
companies or competitors who have made the change they want to make.
00:10:03
It can show companies that have set up
00:10:05
the maintenance system that they plan to deploy.
00:10:08
It can organize visits to the future
00:10:10
production headquarters or show its building model.
00:10:14
It can have external entities or personalities
00:10:16
testify to the benefits of the change.
00:10:20
A positive dynamic driven by the management and each manager will also strengthen
00:10:26
individual motivation.
00:10:28
Presence of the hierarchy,
00:10:29
even in the field,
00:10:34
let's not forget the importance of team cohesion
00:10:37
and the social climate to facilitate change.
00:10:41
Fear of change can lead to reactions of withdrawal or competition.
00:10:47
by survival reflex,
00:10:49
individual interest takes precedence over collective interest.
00:10:53
Will I keep my job?
00:10:55
Which of us will be fired?
00:10:57
Sometimes clans are formed.
00:10:59
If the team remains united in a good social climate,
00:11:03
the change will be easier.
00:11:05
Get the message across.
00:11:06
Let's go together.
00:11:08
The eight individual and collective levers that we
00:11:12
have described in this video are guides on which
00:11:15
you can rely to diagnose the need for change and define the actions to be taken.
00:11:21
What levers do you think you should rely on as a priority in the change?
00:11:25
Where do you plan to start
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