CHANGE MANAGEMENT

Change Management

Gerhard Sitanggang
CHANGE MANAGEMENT

Penolakan Perubahan

Exctracted from Astra Management Systems

CHANGE MANAGEMENT

Kotter 8 Steps Change Model

K8. Incorporate
Changes into
the Culture

LEADER K3. Craft a Vision

for Change

K4. Communicate K7. Build on The Change

Vision for Buy-in

K2. Form a Guiding

Coalition
K6. Create Short-Term Wins

K5. Empower Others to Act on the Vision

K1. Awaken Sense of

Urgency
CURRENT TRANSITION TO BE
CHANGE MANAGEMENT

K1. Awaken Sense of Urgency

As-is Pain Future Pain

VS
certain death vs. possible death

H. James Harrington, D. R. Conner, & N. L.

Horney, “Project Change Management”.
(New York: McGraw-Hill, 2000), p. 158.
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The 3 Horizons of Growth

FUTURE

NEXT

NOW
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Company’s Health Check List
NOW
Horizon 1
1. do we have a strong
performance orientation to
push profits higher in the next
few years?
2. is our cost structure competi-
tive with that of the rest of our
industry?
3. has operating performance
been stable?
4. has market share grown or
been stable?
5. are we reasonably well
protected from new compe-
titors, technologies, or regu-
lations that could change the
rules of the game?
NEXT
Horizon 2
1. do we have any new
business capable of
creating as much as
economic value as the
current core businesses?
2. are these new businesses
gaining momentum in the
market place?
3. are we prepared to make
substantial investments to
accelerate their growth?
4. is there mounting investor
confidence in these
businesses?
5. are the new businesses
attracting entrepreneurial
talent to our organization?
FUTURE
Horizon 3
1. does our leadership team
set aside time to think
about growth opportunities
and industry evolution?
2. have we developed a rich
portfolio of options for
reinventing existing businesses
and creating new ones?
3. are these ideas very
different from those on
the list last year? 3 years
ago? 5 years ago?
4. are we developing
effective ways to turn
these ideas into new
businesses?
5. have the ideas been
made tangible in concrete,
measurable first steps?
CHANGE MANAGEMENT
CE
1. Dalam pekerjaan, saya biasanya
terbuka untuk mencoba cara-cara
baru dalam mengerjakan sesuatu,
walaupun cara lama masoh berjalan
dengan baik
2. Tidak menjadi masalah bagi saya
untuk hidup dalam lingkungan yang
bervariasi dan berubah-ubah
3. Saya tidak menjadi kecewa manakala
sesuatu berjalan tidak seperti yang
saya rencanakan
4. Walaupun rasanya sudah mencapai
tujuan saya, saya belum menjadi
puas.
5. Kedinamisan adalah bumbu dalam
hidup
6. Saya selalu ingin tampil beda
dibanding rekan-rekan saya
7. Saya jarang bahkan hampir tidak
pernah berprasangka yang buruk
akan apa yang terjadi di hari ke
depan.
CS
1. Sewaktu memasuki ruangan yang sudah saya
kenali, saya dapat mengetahui dengan segera
apabila ada suatu yang berubah disitu.
2. Saya selalu mengupate diri saya dengan
berita-berita terbaru baik melalui media
massa ataupun berdiskusi dengan rekan-rekan
saya.
3. Saya senang mempelajari pengetahuan baru
baik dengan membaca buku atau berdiskusi
dengan orang yang mempunyai wawasan luas
4. Saya bisa mengatakan dengan yakin apa yang
menjadi kesempatan dan tantangan di depan
saya.
5. Ketika menghadapi masalah berat, saya tetap
bisa menjaga diri saya tetap tenang.
6. Ide-ide saya sering muncul justru ketika
masalah lagi memuncak, bahkan ide-ide yang
sepertinya tidak akan terpikirkan sebelumnya.
7. Sebelum mengambil keputusan saya selalu
mempertimbangkan hubungan sebab akibat
dari berbagai fakta yang saya temukan .
CHANGE MANAGEMENT

MonkEyvolution
Someday . . . .
we, monkeys
will surely become human

Les’char Windarr (1974-2004)

CHANGE MANAGEMENT

21
HI CHANGE PROFILE
CHANGE ENERGY

ORANG UTAN CHIMP

10.5

LO
KUKANG GORILLA
10.5 21

LO HI Inspired to :
CHANGE SKILL Gerhard Sitanggang,
Astra Management Development Institute, 2004
CHANGE MANAGEMENT

Where Are You ?

21
HI

16 CAMPER CLIMBER
CHANGE ENERGY

ORANG UTAN CHIMP

10.5

QUITTER QUITTER

LO
KUKANG GORILLA
0 10.5 16 21

LO HI Inspired to :
CHANGE SKILL Gerhard Sitanggang,
Astra Management Development Institute, 2004
CHANGE MANAGEMENT

Change H e a t Map
CHANGE MANAGEMENT

 K2. Form a Guiding Coalition

 Bentuklah Change Agent

1. Tentukan orang yang tepat

 Position Power
 Expertise
 Leadership

2. Ciptakan Trust

3. Kembangkan Tujuan
Bersama
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 K3. Craft a Vision for Change

Visioning : Great Enough ?

& unworthiness
(Peter Senge, “The Fifth Discipline”)

“Where there is no vision, the people perish”

CHANGE MANAGEMENT

K4. Communicate Vision for Buy-in

Effective Visions have 4 key characteristics:

Desirable:
They appeal to the long-term interest of
those who have a stake in the enterprise. It should be inspiring

Feasible:
They contain realistic and attainable, but stretched goals.

Focused:
They are clear enough to provide guidance in decision making.
The Vision should have “Success Criteria”

Communicable:
They convey a clear picture of what the future will look like
They are easy to communicate and can be explained quickly.
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STEP Approach….

K5. Empower Others to Act on the Vision Situational Leadership

K6. Create Short-Term Wins Performance Management

K7. Build on The Change Continuous Improvement

CHANGE MANAGEMENT

K8. Incorporate Changes into the Culture

What Is Culture ?
Behavior
Organization Culture
Attitude
=  Behavior
ORGANIZATION

Values
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“Walaupun” “Karena” “Apabila”

Extracted from Astra Management System