ChangeMark Introduction

   ChangeMark Overview

   Change Process Model

       Assess

       Develop

       Transition

       Execute

       Internalize

   Actions and Deliverables

   Change Assumptions

   Change and People

   Change and Context

   Change and Future State

   Consulting Services

   E-mail to Request Info

   Call: 1-877-311-5530

   The Ryan Group Website

Provide the skills and tools necessary to change

·         What will we stop doing and when?

·         What will we start doing and when?

·         What will we do more of?

·         What will we do less of?

·         What will we do differently?

Build the supporting structures that align with the target state options

Conduct Intervention Training

·         Train new processes

·         Train new behaviors

·         Train new skill sets (common training and advanced training)

Create a Measurement Dashboard

·         That creates a direct link between performance and goals

·         Represents a common language to communicate measurement and actions

·         Ensures no important aspect is missed

·         Gives control over business direction and results

·         Creates clear communication of what goals and metrics are important

·         Allows for preventive actions and timely relations

Identify How Customers will Recognize our Success

Things that add to customer satisfaction (improve or do more of this)

·         Ease of doing business

·         Predictable, consistent service

·         Reliable communication

·         Trained and knowledgeable employees

·         Proactive relationship

Things that add to customer dissatisfaction (neutralize or eliminate this)

·         Complex systems

·         Unpredictable, inconsistent service

·         Misinformation and indifferent communication

·         Untrained and unknowledgeable employees

·         Reactive relationship

Configure the Organization Structure to Match the Target State

·         Leadership (role, competency, contribution)

·         Management (role, competency, contribution)

·         Function-Based vs. Competency-Based

·         Solid-line/dotted-line vs. virtual organization

Develop an Actionable Vision of Future Success

·         Vibrant, energetic, dynamic organization

·         Unified vision

·         Awash in new ideas

·         Successful in emerging markets, always stretching

·         Thought-provoking exchange with learning partners

·         Recognized as significant industry contributor

·         Translate knowledge into customer value

·         Excel at handling complexity

Build a Climate and Culture

·         Open communication

·         High level of trust

·         Mutual respect

·         Shared values

·         Common purpose

·         Role models and mentors who support and nurture

·         Emphasis on people development

·         Motivation and recognition

·         Interdependent-can’t succeed alone

·         Linked roles which co-evolve

Extend the Success of Our Current Business

·         Meeting today's responsibilities to customers and all stakeholders

·         Working toward destroying the status quo in pursuit of the new vision

·         Refusing to be shackled by familiar markets

·         Sensitizing people to the importance of being fleet, flexible and liberating

·         Living the reality of "cheaper-faster-better"

·         Making listening a universal responsibility

·         Talking passionately about complacency

Create The Organization of the Future

·         Creating whole new markets where none exist today

·         Exhibiting readiness for an entrepreneurial environment

·         Shifting from "stabilizing" to "innovating"

·         Being first-to-market, without exception

·         Continually preparing for obsolescence

·         Organizing around multidisciplinary project teams

·         Focusing on knowledge acquisition

·         Encouraging everyone to think the unthinkable

Dismantle Boundaries

·         Vertical: Layers within organizations (floors and ceilings)

·         Horizontal: Organizational functions, units (walls and rooms)

·         External: Barriers between us and the outside world (insulated from customers)

·         Geographic: Global, national, cultural, and markets (we and they)

Create a Vigilant Organization

Insist on the best tools, processes and people you can get and be relentless with complex algorithms, sophisticated models, and brilliant arguments.  But remember, you cannot forecast the future in a logical systematic manner, it must come from strategic thinking not strategic planning.  Your ultimate success will come from your people.