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