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PHÂN TÍCH NGHIỆP VỤ KINH DOANH Bài 10: Quản lý thay đổi HCM – Apr-21 4/7/2021 Objectives Be able to: Discribe the nature of the change Outline the enviroinment for change Discuss what needs to take place for the change to be successful Identify and discuss business change cycle 4/7/2021 Trang AGENDA Introducing a new business system The nature of change The environment for change Business change life cycle • • • • • Alignment Definition Design Implementation Realization BA vs Business Change The business analyst role is vital His role is to understanding the impact of the change; planning what needs to take place for the change to be successful; carrying out the planned change; making sure that the change becomes embedded in the organization Introducing a new business system Change: new processes and procedures new IT systems Consequent effects: 4/7/2021 may require new skills Some jobs disappear New roles Any change can be unsettling if it is not well managed Trang The nature of change Change is becoming more common Organizations, their structures and product sets To achieve competitive advantage To survive To develop Change is difficult Change is an organic process: requires the positive support Reduce / eliminate of the negative factors requires time and nurturing 4/7/2021 Trang The Environment for Change The Environment for Change The external environment includes everything outside the organization • general environment • business domain – individuals, groups and organizations with which our organization has contact often provides the initial impetus for change 4/7/2021 Trang The Environment for Change Inside the organization Strategy • matching external demands with internal capabilities • stable Structure • organizations with different types of structure have differing abilities to handle change resources: employees, business processes, systems and the data and technology experience of change 4/7/2021 Trang The Environment for Change The individual People: • carry out the new or different processes • Work with the new IT systems is considered the most difficult aspect of introducing change From the start of the change process, we need to understand: • who the stakeholders are; • the nature of their interest; • their likely reaction to the change 4/7/2021 Trang 10 The Business Change Lifecycle Alignment aligning with the strategy • The strategy is a high-level, medium- to long-term plan • strategic management • outlines how we intend to achieve our long-term objectives The Business Change Lifecycle Alignment Strategy links the internal and external factors The Business Change Lifecycle Alignment aligning with the strategy • Approaches: – balanced business scorecard (BBS) – check any proposed changes against the overall business strategies The Business Change Lifecycle Alignment Aligning with the culture • Culture: ‘the way we things round here’ • it is difficult to change: – employee mindset – Attitudes – processes, – performance-monitoring and reward mechanisms • The gap between the existing and the ideal future culture indicates what needs to change The Business Change Lifecycle Aligning with the culture • an organization’s ‘cultural web’ (Johnson, Scholes and Whittington (2008)) Stories Rituals and routines Power structures Cultural web Control systems Symbols Organisational structures 4/7/2021 Trang 18 The Business Change Lifecycle Definition Planning the human dimension of change is necessary Change requires trust • How? – project principles – management principles The Business Change Lifecycle Definition Kotter: Change process (8 steps) Establish a sense of urgency • ‘felt need’ for change Form a powerful guiding coalition • How will this be implemented Create a vision • What will things look like after this is implemented Communicate that vision • What you need to know about what we are implementing The Business Change Lifecycle Design: covers the design and development of: the new or refined business processes; the IT applications that support the changed processes; the job definitions of the staff carrying out the processes; the updated organisation structures along with changes to management responsibilities; testing for all of these elements so as to ensure that they work correctly and in an integrated manner The Business Change Lifecycle Implementation delivery of the message about the business change • Presentations • Communication Awareness of the change stages by management and staff Training • How? • action learning approach (Revans 1982) • Concerns-Based Adoption Model (CBAM) • Reward systems The Business Change Lifecycle Implementation • action learning approach (Revans 1982) The Business Change Lifecycle Implementation • Concerns-Based Adoption Model (CBAM) - (Hord, Rutherford, HurlingAustin and Hall, 1987) The Business Change Lifecycle Realisation ensure that the planned change has taken place • Has the change has been implemented appropriately? • Have the anticipated benefits have been achieved? • Will the change be sustained? Is it embedded in the organisation? • Can the change become the basis of further refinements and improvement? • Can the change be adopted elsewhere within the organisation and hence • result in further benefits? ... new business system The nature of change The environment for change Business change life cycle • • • • • Alignment Definition Design Implementation Realization BA vs Business Change The business. .. The Business Change Lifecycle Definition Planning the human dimension of change is necessary Change requires trust • How? – project principles – management principles The Business Change. .. objectives The Business Change Lifecycle Alignment Strategy links the internal and external factors The Business Change Lifecycle Alignment aligning with the strategy • Approaches: – balanced business