presentation outline l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
PRESENTATION OUTLINE PowerPoint Presentation
Download Presentation
PRESENTATION OUTLINE

Loading in 2 Seconds...

play fullscreen
1 / 29

PRESENTATION OUTLINE - PowerPoint PPT Presentation


  • 210 Views
  • Uploaded on

TELKOM KENYA LIMITED. PRESENTATION OUTLINE. WHY CHANGE WHAT TO CHANGE REINFORCING. WHY ARE WE IN BUSINESS. Make Money. Have Fun. TECHNOLOGICAL CHANGE Faster and better Communication Faster and better transportation More information networks connecting people globally.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PRESENTATION OUTLINE


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
presentation outline

TELKOM KENYA LIMITED

PRESENTATION OUTLINE

WHY CHANGE

WHAT TO CHANGE

REINFORCING

why are we in business
WHY ARE WE IN BUSINESS
  • Make Money

Have Fun

economic social forces driving the need for major change in organisation

TECHNOLOGICAL CHANGE

  • Faster and better Communication
  • Faster and better transportation
  • More information networks connecting people globally
  • INTERNATIONAL ECONOMIC INTEGRATION
  • Fewer tariffs (GATT)
  • Currencies linked via floating exchange rates
  • More global capital flows
  • FALL OF COMMUNIST AND SOCIALIST REGIMES
  • More countries linked to the capitalist system
  • More privatization

THE GLOBALISATION OF MARKETS AND COMPETITION

  • MORE OPPORTUNITIES
  • Bigger markets
  • Fewer barriers
  • MORE LARGE-SCALE CHANGE IN ORGANISATIONS
  • To avoid hazards and/or capitalize on opportunities, firms must become stronger competitors. Typical transformation methods include:
  • Reengineering  Mergers and acquisitions
  • Restructuring Strategic change
  • Quality Programmes  Cultural change
  • MATURATION OF MARKETS IN DEVELOPED COUNTRIES
  • Slower domestic growth
  • More aggressive exporters
  • More deregulation
ECONOMIC & SOCIAL FORCES DRIVING THE NEED FOR MAJOR CHANGE IN ORGANISATION
  • MORE HAZARDS
  • More competition
  • Increased speed
focus of change
FOCUS OF CHANGE

PEOPLE &

BEHAVIOURS

PROCESSES

TOOLS

holistic initiatives

“ EOS “

Soft

Hard

“ BPR ”

“ GO COST ”

Holistic Initiatives

Profits

Organized Common Sense

big q
BIG Q
  • IS THE PROBLEM MANAGING

OR

LEADING???

management versus leadership

LEADERSHIP

  • Establishing direction: Developing a vision of the future – often the distant future-and strategies for producing the changes needed to achieve that vision
  • Aligning people: Communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies that accept their validity
  • Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs.
  • MANAGEMENT
  • Planning and budgeting: Establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen
  • Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation.
  • Controlling and problem solving: Monitoring results, identifying deviations from plan, then planning and organizing to solve these problems
  • Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive)
  • Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive)
  • Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget)
  • Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget)
MANAGEMENT VERSUS LEADERSHIP
the truth about success
THE TRUTH ABOUT SUCCESS
  • SUCCESSFUL CHANGE IS 70-90 PERCENT LEADERSHIP
  • MANAGEMENT ACCOUNTS FOR 10-30 PERCENT
establishing a sense of urgency
ESTABLISHING A SENSE OF URGENCY

Establishing the market and competitive realities

Dealing firmly with sources of complacency

Identifying s. w. o. t. s.

why a team
WHY A TEAM?

NO INDIVIDUAL IS EVER ABLE TO DEVELOP THE RIGHT VISION

COMMUNICATE IT TO A LARGE NUMBER OF PEOPLE

ELIMINATE ALL THE KEY OBSTACLES LEAD AND MANAGE DOZENS OF CHANGE PROJECTS

WEAK COMMITTEES ARE EVEN WORSE!!

people to avoid
PEOPLE TO AVOID

THOSE WITH EGOS THAT FILL UP THE ROOM, LEAVING NO SPACE FOR ANYBODY ELSE

“SNAKES” – PEOPLE WHO CREATE ENOUGH MISTRUST TO KILL TEAM WORK

RELUCTANT PLAYER

the right people
THE RIGHT PEOPLE

STRONG POSITION POWER, BROAD EXPERTISE, AND HIGH CREDIBILITY

GOOD LEADERSHIP AND

MANAGEMENT SKILLS

CREATE TRUST

-OFF-SITE EVENTS

-LOTS OF TALK AND JOINT ACTIVITIES

develop a common goal
DEVELOP A COMMON GOAL

SENSIBLE TO THE HEAD

APPEALING TO THE HEART

developing a vision and strategy
DEVELOPING A VISION AND STRATEGY

CREATING A VISION TO DIRECT THE CHANGE EFFORT

DEVELOPING STRATEGIES FOR ACHIEVING THAT VISION

communicating the change vision
COMMUNICATING THE CHANGE VISION

USING EVERY VEHICLE POSSIBLE TO CONSTANTLY COMMUNICATE THE NEW VISION AND STRATEGIES

HAVING THE GUIDING COALITION ROLE MODEL THE BEHAVIOUR EXPECTED OF EMPLOYEES

empowering broad based action
EMPOWERING BROAD BASED ACTION

GETTING RID OF OBSTACLES

CHANGING SYSTEMS OR STRUCTURES THAT UNDERMINE THE CHANGE VISION

IDENTIFYING AND DISCUSSING CRISES OR MAJOR OPPORTUNITIES

empowering people to effect change
EMPOWERING PEOPLE TO EFFECT CHANGE

COMMUNICATE A SENSIBLE VISION TO THE

EMPLOYEES

MAKE STRUCTURES COMPATIBLE WITH THE

VISION

PROVIDE THE TRAINING EMPLOYEES NEED

ALIGN INFORMATION AND PERSONNEL SYSTEMS TO THE VISION

CONFRONT SUPERVISORS WHO UNDERCUT NEEDED CHANGE

generating short term wins
GENERATING SHORT-TERM WINS

PLANNING FOR VISIBLE IMPROVEMENTS IN PERFORMANCE, OR IMPROVEMENTS IN PERFORMANCE, OR WINS

CREATING THOSE WINS

VISIBLY RECOGNISING AND REWARDING PEOPLE/TEAMS WHO MADE THE WINS POSSIBLE

forms of waste
FORMS OF WASTE

WATING

REWORK

MOTION (PEOPLE)

TRANSPORTATION (MATERIALS)

STORAGE

OVER-PRODUCTION

OVER-PROCESSING

consolidating gains and producing more change
CONSOLIDATING GAINS AND PRODUCING MORE CHANGE

USING INCREASED CREDIBILITY TO CHANGE ALL SYSTEMS, STRUCTURES, AND POLICIES THAT DON’T FIT TOGETHER AND THAT DON’T FIT THE TRANSFORMATION VISION

HIRING, PROMOTING, AND DEVELOPING PEOPLE WHO CAN IMPLEMENT THE CHANGE VISION

REINVIGORATING THE PROCESS WITH NEW PROJECTS, THEMES, AND CHANGE AGENTS

why more
WHY MORE

RESISTANCE IS ALWAYS AWATING TO REASSERT ITSELF

PROBLEM OF INTERDEPENDENCE

- WHAT HAPPENS IN SALES HAS

IMPLICATIONS TO SUPPLIES

ELIMINATION OF FALSE CUSTOMERS INCREASE VELOCITIES

anchoring new approaches in the change
ANCHORING NEW APPROACHES IN THE CHANGE

CREATING BETTER PERFORMANCE THROUGH CUSTOMER AND PRODUCTIVITITY – ORIENTED BEHAVIOUR, BETTER LEADERSHIP AND EFFECTIVE MANAGEMENT

ARTICULATING THE CONNECTIONS BETWEEN NEW BEHAVIOUR AND ORGANISATIONAL SUCCESS DEVELOPING MEANS TO ENSURE LEADERSHIP DEVELOPMENT AND SUCCESSION

what is culture
WHAT IS CULTURE

CULTURE REFERS TO THE NORMS OF BEHAVIOUR AND SHARED VALUES AMONG A GROUP OF PEOPLE

IT POWERFULLY INFLUENCES HUMAN BEHAVIOUR

ITS DIFFICULT TO CHANGE AND BEING INVISIBLE MAKES IT HARD TO ADDRESS DIRECTLY

YOU CANNOT EASILY MANIPULATE

anchoring change in a culture
ANCHORING CHANGE IN A CULTURE

REQUIRES A LOT OF TALK

-WITHOUT VERBAL INSTRUCTION AND

SUPPORT, PEOPLE ARE OFTEN

RELUCTANT TO ADMIT THE VALIDITY

OF NEW PRACTICES

MAY INVOLVE TURNOVER

-SOMETIMES THE ONLY WAY TO

CHANGE A CULTURE IS TO CHANGE

KEY PEOPLE

anchoring change in a culture29

TELKOM KENYA LIMITED

ANCHORING CHANGE IN A CULTURE

MAKES DECISION ON SUCCESSION

CRUCIAL

- IF PROMOTION PROCESSES ARE NOT CHANGED TO BE COMPATIBLE WITH THE NEW PRACTICES, THE OLD CULTURE WILL REASSERT ITSELF