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CHANGE MANAGEMENT

“NO MAN EVER STEPS IN THE SAME RIWER TWICE, FOR IT’S NOT THE SAME RIVER AND HE’S NOT THE SAME MAN” SAID HERACLITUS.

PACE AND FORM OF CHANGE IS OVERWHELMING. 

UNPRECEDENTED COMPETİION, CHANGING NATURE OF RISKS, PROTECTION AND GROWTH MOTIVES ARE ALL SQUEZZING THE COMPANIES. WE ARE HERE TO ANSWER “HOW TO MANAGE THE CHANGE?” QUESTION:

FROM THOSE WHO WANT CHANGE

  • SOME EMPLOYEES DON’T ACCEPT JOB DESCRIPTIONS

  • WE WORK OVER-TIME, MANAGERS FOLLOW UP FROM HOME

  • ENGINEER NOT-ENGINEER DISTINCTION IS VERY HARSH

  • BOSSES ARE GOOD PEOPLE BUT THEY ARE IN EVERYTHING

  • COMMUNICATION IS VERY INTENSE, EVERYONE CALLS EVERYONE

  • MEETINGS ARE FRUITLESS, LOTS OF NONSENSE TALKS

  • QA GUY WORKS AT PRODUCTION, SWAPS TO QA WHEN HE HAS TIME

  • WE NEED TO GET RID OF INERTIA AND UNWIELDINESS

ASSESSMENT

  • INTERVIEWS WITH EXECUTIVES AND KEY TEAM MEMBERS

  • ANALYSIS OF CURRENT REPORTING

  • FIELD / SITE TRIPS AND OPERATIONS ANALYSIS

  • CURRENT STRUCTURE AND PROCESS ANALYSIS

  • ARGUMENTATION FOR TARGETED STRUCTURE AND PROCESSES

  • DRAFTING TRANSFORMATION PLANS
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STRATEGY

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  • FIRST STEP IS STRATEGY IN CHANGE MANAGEMENT

  • STRATEGY PAPER FACILITATION

  • BUILDING STRATEGY MANAGEMENT PROCESSES

  • BALANCED SCORECARD IMPLEMENTATION IF NEEDED

ORGANIZATION

  • ORGANIZATION CHART WORKS AND FACILITATION

  • SETTING STAFF NORMS

  • REBUILDING HIERARCHICAL ORGANIZATION, DEFINING BOTTLENECKS

  • BUILDING NON-EXISTING FUNCTIONAL UNITS
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PERFORMANCE MANAGEMENT

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  • DESIGNING PERFORMANCE MANAGEMENT SCHEMES AS PER NEEDS

  • TEAM MEMBER - ORGANIZATION PERFORMANCE LINKAGE

  • LINKING STRATEGY TO PERFORMANCE MANAGEMENT

WORK PROCESSES

  • JOB ANALYSIS, JOB DESCRIPTION WORKS

  • WORK PROCESS ANALYSIS

  • QUALITY MANAGEMENT

  • TRACEABILITY, MEASUREMENT, REPORTING DEVELOPMENT
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CORPORATE CULTURE

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  • DEFINING EXISTING VALUES

  • FACILITATING VALUES / MISSION / VISION STATEMENTS

  • VALUES FOR STRATEGY MANAGEMENT

  • DEFINING SKILL SETS FOR SUSTAINABILITY, RESILIENCE, AGILITY

COSTS MANAGEMENT

  • DEFINING AND FOLLOW UP OF CHANGE’S FINANCIAL OUTCOMES

  • OPERATIONAL PROFITABILITY

  • CHANGE AND FINANCIAL RISK MANAGEMENT

  • TRACKING HUMAN EFFECT ON COST GENERATION
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COMMUNICATION PLANNING COORDINATION

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  • FORMAL INFORMAL CHANNELS OF COMMUNICATION, ROOT CAUSES OF ACCIDENTS

  • DEVELOPING PLANNING AND PROJECT MANAGEMENT SKILLS

  • UPGRADING COORDINATION SKIILS OF DIFFERENT UNITS TO WORK TOGETHER

FAMILY / PARTNERSHIP RELATION MANAGEMENT

  • FACILITATING FAMILY / PARTNERSHIP CONTRACTS

  • DEFINING PARTNERSHIP VALUES

  • FACILITATING PARTNERSHIP DIVORCÉS
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