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CHANGE MANAGEMENT DON’T END UP LIKE BAD SCHANDAU


BAD SCHANDAU 2002 FLOOD OF THE CENTURY

Torben Rick © 2012


....... AND AGAIN 2006........ FLOOD OF THE CENTURY

Torben Rick © 2012


WHEN WILL THE NEXT FLOOD OF THE CENTURY COME? Will Bad Schandau be prepared the next time? How to be prepared for the next time?

Torben Rick Š 2012


THE ROAD AHEAD


CREATE A SENSE OF URGENCY


CREATE A SENSE OF URGENCY • Create a sense of urgency based on the company’s financial performance, competitive situation, market position, technological trends – shrinking margins, decreasing market share, flat earnings, a lack of revenue growth, or other relevant indices of declining competitive position • Communicate this information broadly and dramatically, especially with respect to crises, potential crises etc. • The communication goal is to convince that business-as-usual is totally unacceptable. In other words: “To make the status quo seem more dangerous than launching into the unknown”

Torben Rick © 2012


CREATE A SHARED VISION AND COMMON DIRECTION


BOARDING CARD ………. FOR THE ROAD AHEAD

Communicate vision, mission, strategy and values Torben Rick © 2012


DRIVING LICENSE ………. FOR THE ROAD AHEAD

Communicate vision, mission, strategy and values Torben Rick © 2012


COMMUNICATE VISION, MISSION, STRATEGY AND VALUES

• Use all existing communication channels to broadcast the elements • People in the organization may need to hear a message over and over before they believe that this time, the call for change is not just a whim or a passing fancy. • It takes time for people to hear, understand, and believe the message. And if they don‘t particularly like what they hear, then it takes even more time for them to come to terms with the concept of change • Have they heard the message? Do they believe it? Do they know what it means? Have they interpreted it for themselves, and have they internalized it? • Until managers have listened, watched, and talked enough to know that the answer to all these questions is yes, they haven‘t communicated at all

Torben Rick © 2012


INTERNAL COMMUNICATIGON • Is internal communication just as intriguing as external communication toward the customers? • Have we planned internal marketing as a process involving all managers and staff and not merely as one-way communication? • Have we been creative and unconventional in our choice of internal marketing measures? • Have we taken into account that we need to render visible the results and give positive feedback to the organization? • Have we considered what may prevent internal marketing from becoming a success? • Will it be fun to be employed with our company in the year to come? • Are you yourself looking forward to being employed with your company in the year to come?

Torben Rick © 2012


VISUALIZE THE “JOURNEY”


VISUALIZE THE “JOURNEY” Let’s follow the sunrise…on a balloon trip around the world

Visualize the “journey” and the goals

Torben Rick © 2012


COMMUNICATE TARGETS IN A SIMPLE WAY ..... A surprisingly simple image can express more ideas than a thousand complex words

"We are fighting for every burger …..……. “ Just one more EURO from each customers budget brings us …….. in revenue

Customer satisfaction alone is no longer enough …… .... We need to surprise the customer And you are the PERSON who brings the customer to say "Wow!"

Torben Rick © 2012


INVOLVE THE WHOLE ORGANIZATION


CREATE A DIALOG - INVOLVE THE WHOLE ORGANIZATION • By organizing discussions throughout the organization, spreads the company‘s vision and competitive situation so that individuals and teams can accurately align their own activities with the company‘s new overall direction • Management is the message: Everything managers say – or don‘t say – delivers a message. Too many managers assume that communications is a staff function, something for human resources or public relations to take care of. In fact, communications must be a priority for every manager at every level of the company • One of the paradoxes of change is that trust is hardest to establish when you need it the most. If a company is in trouble, or if it is in the middle of a change effort, lack of trust automatically emerges as a serious barrier Torben Rick © 2012


CREATE A DIALOG - INVOLVE THE WHOLE ORGANIZATION • Usually the rumors are much worse and more negative than anything that is actually going on • Trust in a time of change is based on two things: predictability and capability. In any organization, people want to know what to expect; they want predictability • Consequently, organizing early conversations between different parts of the company and making those conversations an important, sanctioned part of the change process is a critical task • Early, open-ended conversations often result in the most productive outcomes • Managers at all levels must learn to see things differently. They must put themselves in their employees’ shoes to understand how change looks from that perspective Torben Rick © 2012


“BLIND DATE”: TEAM BUILDING, CREATING AN INTERNAL NETWORK ETC.

Torben Rick © 2012


INVOLVE THE WHOLE ORGANIZATION

Torben Rick © 2012


INVOLVE THE WHOLE ORGANIZATION Create an easily accessible and usable communication platform „With new ideas, we remain on course for success “

Torben Rick © 2012


MEASURE EARLY AND OFTEN


MEASURE EARLY AND OFTEN • You change what your measure - Measure early and often Customerservice Aktivitäten aus Customercare

GM YEND2005 Effekt

Aktivität / Beschreibung

Akt.

Verantwortlich

Realisierungs Zeitraum

BM

SAC

Ziel Effekt

1.

Gebühren 2005

Markus Burghard

01.01.2005 - 31.12.2005

2.

Zusätzliche 12.200 Partnerkarten

Markus Burghard

01.01.2005 - 31.12.2005

3.

Budget Einsparung

Markus Burghard

4.

Gutschriften als Kontingentgutschriften

5.

160.000 E-Mail Adressen

6. 7.

Konfektionierungskosten Simkarten Akt. Tarifwechsel

T. - 31.12.2005 01.01. - 31.12.2005 Markus Burghard Christian P./Hans 01.01.2005

+ 75.000

Direkter Vertrieb Aktivitäten aus Direkter Vertrieb

Trend Effekt

3.287.164

3.287.164

1.490.135

1.261.900

1.261.900

01.01.2005 - 31.12.2005

462.658

330.026

Markus Burghard

01.01.2005 - 31.12.2005

300.000

67.613

Markus Burghard

01.01.2005 - 31.12.2005

178.238

Markus Burghard Aktivität / Beschreibung

Realisierter Effekt

3.287.164 +

01.04.2005 - 31.12.2005 Verantwortlich Realisierungs Zeitraum 01.01.2005 - 31.12.2005 +

Markus Burghard

129.889 BM SAC 117.031

330.026 67.613

180.012GM YEND2005 180.012Effekt 165.436 Ziel 74.460 Effekt

165.436 Realisierter 74.460 Effekt

Trend Effekt

8.

Verbesserung Anschlußgebührenerlöse 1. Rechnungen 20.000 Online

272.771 75.423

272.771

9.

Reduzierung 2. 400 Direktfreischaltungen GK Überzahlung

01.01. - 31.12.2005 Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 +

+ 48.817

163.500 9.631

153.245 9.631

153.245

10.

My Talkline 3.

Zusätzliche Partnerkarten Unicomdirekt

Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005

+ 11.308

153.000 11.308

454.296 11.308

454.296

11.

4. 250 Datacards

Vermarktung Portalgeräte Großfläche

Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 +

+10.422

125.000 10.568

278.840 10.568

278.840

12.

Vermarktung Online-Rechnung 5. PCM Mehrwertdienste

Markus Burghard Hans Tromke 01.01.2005 - 31.12.2005 31.12.2005 +

7.500

72.600 7.340

13.

Vermarktung Credit-Cards mit Navigation 6. 250 Mobile Navigation GK

+ 5.100

48.000 0

14.

Vermarktung Portalgeräte Unicomdirekt 7. + 3.646 35.000 104.329 104.329 700 Adressbuch Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 0 0 Ziel Realisierter Trend Aktivität / Beschreibung Akt. Verantwortlich Realisierungs Zeitraum BM SAC Effekt Effekt Effekt 8. GKMultimediapakete Großfläche + 2.025 30.000 48.644 48.644 150 Black Berry Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + 0 0 Verbesserung Anschlußgebührenerlöse 1. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 309.336 284.618 284.618 Erhöhung der Aktivierungen von SMS-/MMS-Kontingenten 9. + 20.000 1.047 1.047 1.300 Prepaidaktivierungen Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 0 0 0 850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness) 2. Carsten Mesecke-v. Rh. Jan-Dez 2005 306.900 704.194 704.194 Zubehör/ Hardware über Online-Shopmandanten 10. J. Nickelsen 31.12.2005 15.000 5.044 5.044 Verkauf von 15.000 Portalgeräten (2004: 10.000) 3. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 270.000 309.292 309.292 250 Datacards 11. Hans Trompke 31.12.2005 + 10.422 2.192 2.192 1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag 4. Carsten Mesecke-v. Rh. Jan-Dez 2005 225.000 207.659 207.659 Volumentarife 12. Christian Pützhofen 31.12.2005 + 10.000 66.585 66.585 650.000 E-Mail-Adressen von Kunden (300.000 eBusiness) 5. Carsten Mesecke-v. Rh. Jan-Dez 2005 185.000 149.873 149.873 SMS Projekte 13. J. Nickelsen 31.12.2005 5.000 6.638 6.638 GM YEND2005 Effekt 1800 Partnerkarten 6. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 180.000 182.700 182.700 Jüngere Zielgruppen ansprechen 14. Christian Pützhofen 31.12.2005 + 4.500 0 0 Ziel Realisierter Trend 55.000 eSelfService Transaktionen Aktivität / Beschreibung 7. Carsten Mesecke-v. Rh. Jan-Dez 2005 165.000 254.504 254.504 Akt. Verantwortlich Realisierungs Zeitraum BM SAC 6.128.933 5.480.881  Aktivitäten aus Customercare Multimediapakete Unicomdirekt 15. O. Schönfeld 31.12.2005 + 3.000 5.480.881 49.243 49.243 Effekt Effekt Effekt Reduzierung Überzahlung 8. Carsten Mesecke-v. Rh. Jan Dez 2005 + 97.000 106.000 106.000 Auskunftsverpreisung bei Geschäftskunden 1. Henning van der Linde 01.01.2005-31.12.2005 + 800.000 724.947 724.947 16. 1500 Tarife ohne Handys 9. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 75.000 18.500 18.500 744 Free/Office-Tarife 2. Sven Sönksen 01.01.2005-31.12.2005 + 501.805 300.202 300.202 17. Einsparpotential Media-Agentur 10. Carsten Mesecke-v. Rh. Jul-Dez 2005 50.000 50.000 50.000 Einkaufsoptimierung GK 3. Sven Sönksen 01.01.2005-31.12.2005 + 500.000 712.000 712.000 18. 8000 Multimediapaket Aktivierungen 11. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 39.600 43.906 43.906 SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) 4. Henning van der Linde 01.01.2005-31.12.2005 + 430.000 434.383 434.383 19. 600 Datacards 12. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 25.012 6.156 6.156 6000 DataCards 5. Marco Heinitz 01.01.2005-31.12.2005 + 250.124 192.060 192.060 20. GM YEND2005 Effekt 1670 Aktivierungen von SMS-/MMS-Kontingenten 13. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 10.000 11.469 11.469 EK-Optimierung M2M-Karten 6. Henning van der Linde 01.03.2005-31.12.2005 + 63.988 63.988 63.988 2000 Neu-FS in margenstarken 50er und 100er-Tarifen 14. Carsten Mesecke-v. Rh.aus Direkter Jan-Dez 2005 + 9.000 183.887 183.887 Ziel Realisierter Trend 939.265 1.574.312 1.574.312  Aktivitäten Vertrieb SMS Conversation 7. Marco Heinitz 01.01.2005-31.12.2005 + Zeitraum 505 505 Aktivität / Beschreibung Akt. Verantwortlich Realisierungs BM50.000 SAC Effekt Effekt Effekt Verkauf von Nicht-Mobilfunk-Artikeln 15. Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 779 779 1500 Blackberry 8. Henning van der Linde 01.01.2005-31.12.2005 + 20.250 19.141 19.141 Prepaid Sonderunterstützung Nokia 1. Dirk Inselmann 31.12.2005 1.000.000 1.283.333 1.283.333 9. Nokia Jahresbonus 2. Dirk Inselmann 31.12.2005 150.000 0 0 1.951.848 2.513.537 2.513.537  Aktivitäten aus e-Business 10. Skontorückforderung 3. Dirk Inselmann 31.03.2005 135.486 109.088 109.088 11. Logistik- und Einkaufsoptimierungen 4. Dirk Inselmann 31.12.2005 100.000 222.580 222.580 12. Warenrisiko mindern zum 31.12.2005 5. Dirk Inselmann 31.12.2005 100.000 253.000 253.000 GM YEND2005 Effekt 13. Lagerumschlag - Optimierung 6. Dirk Inselmann 31.12.2005 100.000 0 0 14. Ziel Realisierter Trend Sondervertriebsaktivitäten(Wochenkampagnen) 7. 31.12.2005 Realisierungs Zeitraum 100.000 0 0 Aktivität / Beschreibung Dirk Inselmann Akt. Verantwortlich BM SAC Effekt Effekt Effekt 15. Siemens Jahresbonus 8. Dirk Inselmann 31.12.2005 50.000 49.768 49.768 Vermarktung VF-Live und T-Zone (Portalgeräte). 1. Stefan Vidos 01.01. - 31.12.2005 + 1.080.000 619.404 619.404 Distribution 9. Dirk Inselmann 31.12.2005 50.000 51.600 51.600 Verbesserung Anschlußgebührenerlöse 2. Seidl aus GK PM 01.01.2.616.167 - 31.12.2005 2.447.227 + 2.447.227 908.540 1.075.332 1.075.332 Christian Aktivitäten Hersteller WKZ für CallCenter Verkaufsaktivitäten 10. Dirk Inselmann 31.12.2005 50.000 0 0 Reduzierung Überzahlung 3. Christian Seidl 01.01. - 31.12.2005 + 887.500 1.381.166 1.381.166 Jahresbonus Sony / Ericsson 11. Dirk Inselmann 31.12.2005 20.000 0 0 Intensive Vermarktung der Onlinerechnung (E-bill) 4. Stefan Vidos 01.01. - 31.12.2005 594.000 1.214.971 1.214.971 Handyversicherung 12. Dirk Inselmann 31.12.2005 10.000 4.000 4.000 744 Free- / Office-Tarife 5. Rolf Rhöse 01.01. - 31.12.2005 + 426.212 271.194 271.194 Jahresbonus Samsung 13. Dirk Inselmann 31.12.2005 10.000 0 0 4.400 Datacards 6. Rolf Rhöse 01.01. - 31.12.2005 + 183.424 151.388 151.388 Handyrecycling 14. Dirk Inselmann 31.06.2005 5.000 0 0 Multimediapaket Aktivierungen 7. Stefan Vidos 01.01. - 31.12.2005 + 180.000 295.899 295.899 15. 31.12.2005 1.250 BlackBerry 8. Rolf Rhöse 01.01. - 31.12.2005 + 16.875 17.634 17.634

15. 16. 17. 18. 19. 20.

e-Business

Aktivitäten aus e-BusinessMarkus Burghard

Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 +

244.243 75.423

98.214 98.214 7.340 Effekt 33.224 33.224 0 GM YEND2005

GK Produkt Management Aktivitäten aus GK PM

Hardware Management

Aktivitäten aus HW Management

Indirekter Vertrieb

Aktivitäten aus Indirekter Vertrieb

9.

 Aktivitäten aus HW Management

1.880.486

1.973.369

1.973.369

10. 11. 12. 13. 14. 15.

 Aktivitäten aus Indirekter Vertrieb

Torben Rick © 2012

4.276.551

5.026.989

5.026.989


....... AND TELL EVERYONE ABOUT IT .....

Torben Rick © 2012


CREATE WINS


CREATE WINS • Real transformation takes time, and a renewal effort risks losing momentum if there are no short-term goals to meet and celebrate. Most people won’t go on the long march unless they see compelling evidence within 12 to 24 months that the journey is producing expected results. Without short-term wins, too many people give up or actively join the ranks of those people who have been resisting change • Creating short-term wins is different from hoping for short-term wins. Actively look for ways to obtain clear performance improvements, establish goals, achieve the objectives, and reward people involved with recognition • Communicate this information continuously

Torben Rick © 2012


CREATE WINS • When it comes to change, people don‘t believe in a new direction because they suspend their disbelief. They believe because they‘re actually seing behavior, action, and results that lead them to conclude that the program works • If you want something to grow, pour champagne on it • Celebrate your successes and, indeed, just about everything you would like to see happen again • Little victories – the things that had worked, ways they had delighted their customers, problems they had turned into successes

Torben Rick © 2012


CREATE WINS More than 100.000 Customers prolonged by Retention/Prevention

Celebrating customer 250.000

1.000.000 Mobile Customer Torben Rick Š 2012


CREATE WINS

Celebrating a good fiscal year

Torben Rick Š 2012


“PEOPLE’S CHOICE AWARDS”

“People’s Choice Awards” – based on different categories covering all kinds of things the company would like to see

Torben Rick © 2012


DEAL PROACTIVELY WITH RESISTANCE


CONTINUOUSLY LOOKOUT FOR INCONSISTENCIES • Ensure congruence of messages, activities, policies, and behaviours. One of the major complaints of people in organizations undergoing a transition is that management doesn‘t „walk the talk.“ They say „empowerment“ – and then shoot down every new idea that comes from their employees • Be on the lookout for inconsistencies that undermine the credibility of the change effort • The message, the measures, the behaviours, and the rewards must match Torben Rick © 2012


FOCUS


FOCUS .... FOCUS .... FOCUS .... FOCUS .... FOCUS .... Keeping people focused on what is required and why, and how they need to be doing things differently is crucial

Torben Rick Š 2012


GOOD LUCK Torben Rick © 2012

How to implement successful Change Management?  

Successful Change Management & Turnaround. Make sure that you don’t end up like Bad Schandau.

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