Innovative change management (ICM) : preparing your organization for the new innovative culture / H. James Harrington.

Format:

Book

Author/Creator:

Harrington, H. J. (H. James), author.

Series:

Management handbooks for results.

Management Handbooks for Results

Language:

English

Subjects (All):

Organizational change.

Corporate culture.

Physical Description:

1 online resource (299 pages).

Edition:

1st edition

Place of Publication:

Boca Raton, Florida ; London, [England] : CRC Press, 2018.

System Details:

text file

Summary:

Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your initiatives progressing to successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects achieve sustained success. The American Productivity Quality Center's 2018 survey report pointed out that 88% of the organizations felt that process management discipline must be changed and 53.8% felt they must create a continuous improvement culture. Through the effective use of the ICM methodology, you can turn thousands of lost employee hours into millions of dollars in increased profit. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs such as process redesign and supply chain management as well as to simpler ones such as relocation of offices. In addition, it provides field-tested change methodologies to help you systematically include change into your strategic management plan. This book shows you how to: Set the stage for ICM. Develop a new management style that encourages innovation. Develop and implement a project change management methodology to support the project management methodology. Develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Make ICM an important part of the strategic plan. Help employees understand the career-enhancing aspects of change How to maximize your organization’s ROC (return on change). Most of the activity related to change management focuses on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today’s rapid changing innovative competition. As most profitable organizations are working diligently on increasing their innovation capabilities, this focus is requiring a completely new restructured management style and behavioral ...

Contents:

Cover

Half Title

Title Page

Copyright Page

Dedication

Contents

Recognition

Prologue

Author

SECTION I: What Is Innovative Change Management (ICM)?

Chapter 1 Introduction to Innovative Change Management

Opening the Door to Change

Change Is Always Personal

Important Definitions Used in This Book

Two Types of ICM

PCM Advantages

CCM Advantages

Implementing PCM

Magnitude of Change Activities

PCM Cycle

The Status Quo Level

The Four Key ICM Factors

Key Guidelines

Chapter 2 The AS/IS Environment

Project Change Management Addresses People Problems

Innovation Areas

Today's Employee

That's Not Fair

The Open-Minded Employee

Chapter 3 Important Background

Building Commitment

Institutionalized Commitment

Internalized Commitment

Communication

Five-Way Communications

The Downside to Improvement (Layoffs)

The Future of ICM

Typical Life Cycles for Products and Projects

Murphy's Laws Related to ICM

Billy Arcement's Inputs

SECTION II: Management Action

Chapter 4 Leading by Example

Executive Leadership

Why Managers First

Management Leadership

Why Top Management Keeps ICM at Arm's Length

Management's Role

Basic Beliefs

Chapter 5 The Innovative Manager

Managers Are Ultimately Held Accountable

How to Get Creativity, Innovation, Involvement, and Participative Management to Thrive

Things Successful Managers Must Do

Caught in the Middle

Employment Security

Trust and Confidence

Tell Them Why

Do It with a Smile

Listening

Urgency and Persistence

Recognizing Good and Bad Performance-The Feedback Process

Participation/Employee Involvement

The Push-Pull of Management

How to Get Employees to Work

Management Threats

Self-Motivation

Employee Involvement

Communicate-Communicate-Communicate.

Town Meetings

Developing the Desire to Change

The New Middle Manager

Management's Change Process

Innovative Manager Summary

SECTION III: Rewards and Recognition

Chapter 6 Introduction to Innovative Change Management Tools and Methodologies

The Basis for Change

Introduction to Rewards and Recognition

Chapter 7 Rewards and Recognition

Reward Process Hierarchy

Why Reward People?

Key Reward Rules

Types of Rewards

Implementation of the Reward Process

Don't Turn the Organization Upside Down

Reward and Recognition Advantages and Disadvantages

People Want Recognition

Chapter 8 Project Change Management and Culture Change Management Tools and Methodologies

Introduction

Different Approaches to ICM

Five Types of Change Assessment

Assessment 1: Innovation Maturity Analysis

Assessment 2: Change History Analysis

Assessment 3: Employee Opinion Survey

Assessment 4: Customer Focus Groups

Assessment 5: Is/Should Be Analysis

Assessment Report

Performance Improvement Management

Chapter 9 Suggestion Programs

Problems with U.S. Suggestion Programs

Getting Ideas Flowing

Idea Sharing

Problems without Known Solutions

Request for Corrective Action

Speak-Up Program

SECTION IV: Project change Management (PCM)

Chapter 10 Project Change Management Introduction

Overview of Project Change Management Methodology

PCM Methodology Roles, Authority, and Responsibilities

Change Facilitator

Black Hole

Sponsor

Advocates

Change Agent

Professional Staff

Target (Sometimes Called "Impacted Employee")

Three Basic Organizational Structures

Chapter 11 Project Change Management Tools and Methodologies

Typical Project Change Management Tools and Usage.

Project Management Life Cycle

Chapter 12 Setting the Stage for Project Change Management

The Change Process

A Structured Approach to Project Change Management

Individual Project Change Management Methodology Plan

PCM Implementation Plan

The Seven PCM Support Patterns

Innovative Change Management Approach Applied to a Complex Project

PCM and Project Management Working Together

How PCM Fits into Project Management Methodology

PCM Risk Factors

PCM Risk Factor #1: Cost of the Status Quo

Status Quo Pain Drivers

PCM Risk Factor #2: Vision Clarity

Pain Management

Transition

Other PCM Risk Factors

PCM Risk Factor #3: Sponsor's Commitment

PCM Risk Factor #4: Change Agent/Advocacy Skills

PCM Risk Factor #5: Target Response

PCM Risk Factor #6: Culture/Organizational Alignment

PCM Risk Factor #7: Internal and External Organizational Events

PCM Risk Factor #8: Implementation Architecture

When to Use PCM

Chapter 13 Summary

Tactical Areas of Risk in Project Implementation

First Tactical Risk Area: Sponsor Commitment

SECTION V: Cultural Change Management (CCM)

Chapter 14 Culture Change Management Introduction

Introduction to Culture Change Management

Culture Change Management

Basic CCM Operating Mode

Designing the CCM Project

Thinking Outside of the Box

ICM Methodology Implementation

Phase 1: Cultural/Project Assessment

Phase 2: Include Change Management in the Organization's Vision, Values, and Objectives

Mission Statement

Values

Strategic Focus

Critical Success Factors-Obstacles to Success

Establishing Expectations (Measurements)

Business Objectives

Performance Goals

Phase 3: Develop a CCM Plan

Chapter 15 Culture Change Management Process

The Culture Change Management Plan.

Activity 1. Form a Team, Prepare the Project's Future State Objectives/Vision Statement, and Get It Approved

Activity 2. Conduct an Assessment to Determine AS/IS Status

Activity 3. Develop a Future-State Targeted Operational Document

Activity 4. Ensure Organizational Alignment

Activity 5. Develop a CCM Change Approach Plan

Activity 6. Conduct a Value Proposition and Get It Approved and Funded

Activity 7. Develop the CCM Project Plan

Activity 8. Prepare a Detailed 6-Month Plan of Action That Is Included in the CCM Project Files

Activity 9. Get the Business Case Approved and the Project Included in the Organization's Active Project Portfolio

Activity 10. Define Behavioral Patterns That Could Be Used to Indicate How the Culture, Innovation, and Creativity Are Changing

Activity 11. Implement the Detailed 6-Month Plan and Evaluate Results

Activity 12. Prepare a Detailed 7-18 Month Plan of Action That Is Included in the CCM in Project Files

Activity 13. Implement 7-18 Month Plan and Evaluate Results

Activity 14. Prepare a Detailed 19-36 Month Measurement and Reinforcement Plan of Action That Is Included in CCM Project Files

Activity 15. Implement 19-36 Month Measurement and Reinforcement Plan and Evaluate Results

Activity 16. Maintain the Measurement and Reinforcement Plan from Activity 15 to Ensure the Cultural Change Is Not Superficial

CCM Plan Design

Change Management

Strategic Change Risk Areas

Strategic Risk Area 1. Resilience

Strategic Risk Area 2. Change Knowledge

Strategic Risk Area 3. Managing Adaptation Resources

Strategic Risk Area 4. Understanding Important Leverage Points

Tactical Change Areas

Chapter 16 Culture Change Management Tools and Methodologies

Planning for Culture Change Management

Start the CCM Methodology with a No-Layoff Policy

Resiliency.

Five Types of Personal Attitudes

Positive Attitude

Focused Attitude

Flexible Attitude

Organized Attitude

Proactive Attitude

Specialized Improvement Techniques and Methodologies for CCM

Assignment Rotation

Employee Suggestion Program

Improvement Effectiveness/Good Ideas Program

Creativity Motivation Program

Creativity Enhancement Programs

Area Activity Analysis (AAA)

Management Rotation

Chapter 17 Culture Change Management Summary

IBM as an Example of Cultural Change

SECTION VI: Summary

Chapter 18 Innovative Change Management Summary

Fifty Ways to Improve

Technologies' Impact on Change

Technology on the Move

Technology Movers

Technology Examples

How Much Should We Rely on Technology?

Pitfalls to Successful ICM

The Ten Commandments of ICM

Major Reference Books

Resilience

Appendix A

Appendix B

Appendix C

Index.

Notes:

Includes index.

Description based on print version record.

ISBN:

9781351248549

1351248545

9781351248532

1351248537

OCLC:

1057309602