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100 Years of Process Focus: Have We Been Starting Change in the Wrong Place?

Location: On-Site only
Length: ½ Day Seminar, Can Be Condensed for Keynote Delivery
Number of Participants: unlimited
Materials: Summary of Slide Content and pages for notes
Follow-Up Monitoring:
3-month follow-up with the ability to make phone calls and send emails to the instructor regarding questions specific to this training content.

Course Description: For the past 100 years, we have been taught that changes in business processes will fix the bulk of a company’s problems. TQM started in the 1920’s, morphed into continuous improvement 1950’s and 1960’s, which was followed by Six Sigma in the 1980’s. Lean concepts started in early years of Ford Motor Company a century ago and eventually developed into the Lean methodology that came about in the 1990’s. As a result of this heavy focus on process work, there is less understanding of other factors that determine success or failure with change. You often expect process changes to fix problems they were not designed to fix, including culture. As a result, you have made promises about benefits to be captured that never materialized and your credibility is at stake.

WHAT IF:

  • 100 years of improvement history has limited your perspective on change?
  • You have been starting in the wrong place because of that perspective?
  • The shortfalls in benefits had nothing to do with process changes?
  • Other barriers are preventing improvement and culture change?

The concepts presented here are leading edge - you might even call them revelationary”. They contradict and question traditional approaches to the change process. After 100 years of explaining shortfalls in benefits and losing credibility, it is time for management teams to consider a new approach to change

 

Agenda: Understanding “The Gap” in Change Management Theory

  • A 30,000 Foot View of the Change Process
  • Managing “Collisions” – Management’s Role in Facilitating Change
    • Management decision tools and processes - Numbers and trust
    • Management interaction within the management team
    • Management interaction with the workforce
    • Examples of actual business scenarios

 

Who Should Attend: Executives, Middle Management, Department Heads and Supervisors

Takeaways include:

  • New awareness about barriers that tear down trust.  
  • Strategies for improving performance without investing in systems or equipment.
  • Awareness of links between management and performance, culture and change. 
  • Management choices as a key strategy for change.
  • Perspectives about change that can be applied in the workplace the very next day.

© The Change Revelation
OptimiZ Consulting LLC