Bill Seliger, CPIM, CSCP, PMP Director of Supply Chain & Program Management APICS Lead Instructor, CSCP

Transcription

1 Why you need Change Management to Manage a Competitive Supply Chain Bill Seliger, CPIM, CSCP, PMP Director of Supply Chain & Program Management APICS Lead Instructor, CSCP

2 Bill Seliger, CPIM, CSCP, PMP Bill is a Director of Supply Chain at a $10.5B Fortune 500 Company. He has successfully led numerous multi-year, multi-site Change initiatives, impacting hundreds of users. He has developed teams of Change Agents that efficiently and effectively deliver large-scale change. He is a student of Change Management and has embedded Change Management processes in the initiatives he leads.

3 Change Management is New Association for Change Management Professionals (ACMPGlobal.org) created in 2009 Just this month (September 2014) ACMP released The Standard for Change Management APICS materials light on Change Management - CSCP 2014 Learning System has 1 slide of hundreds devoted to Change Management.

4 What is Change Management? The business process that coordinates and monitors all changes to the business processes and applications operated by the business as well as to their internal equipment, resources, operating systems, and procedures. The change management discipline is carried out in a way that minimizes the risk of problems that will affect the operating environment and service delivery to the users. - APICS Dictionary, 14th ed.

5 Change Management (PMI) A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits. It helps organizations to integrate and align people, processes, structures, culture, and strategy. - PMI, Managing Change in Organizations, A Practice Guide, 2014

6 Change Management (ACMP) ACMP defines change management as a deliberate set of activities that facilitate and support the success of individual and organizational change and the realization of its intended business results. - Association of Change Management Professionals, ACMPGlobal.org

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9 What does Change look like?

10 Why should you care about CM? Studies over the past decade indicate a success rate of about 30-35% for organizational change initiatives. ERP Failures too numerous to mention, billions of dollars wasted. In 2011 UK pulled plug on a 10-year, US$18.7B IT program for National Health Service (biggest civilian IT project ever attempted).

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12 Specific Methodologies New practice so there is not yet a standard It is moving from Art to Science and can be managed Check with your IT and HR teams for a Corporate standard As a Supply Chain Manager you MUST embed Change Management into your initiatives if you are to be successful!

13 American Express Scope the Change Create a vision Drive commitment Accelerate the transition Sustain the momentum

14 Jack Welch/GE Clear expression of the reason for change Establish the vision for the new state Provide strong leadership Mobilize the workforce Measure success and analyze outcomes Maintain consistency

15 LaMarsh Global Identify the Change Prepare the Change Plan the Change Implement the Change Sustain the Change

16 Common elements to consider Communicate vision/scope Identify & prepare leaders Chunk change into small bites Sense resistance & address it Maintain/Sustain

17 Scope 2B - Future State - Vision

18 Plan - Lead

19 Sustain - Maintain

20 When undertaking Organizational Change be aware Organizations have a culture Organizations have a change history Organizational change starts (and ends) at the individual each individual will make their own decision to change or not change! Should be embedded in all of your initiatives Change success breeds Change success!

21 Final thoughts on Change Change can be managed successfully Many approaches are available It is often misunderstood It is critical to SCM

22 Questions? Feel free to reach out to me: