GIULIO D'ERME
CHANAGE MANAGEMENT
HOW TO LEAD CHANGE THAT STICKS
You can be an agent of change or the object of change.
Change is inevitable, you can proactively initiate it or passively react to it; you can embrace it or try to postpone it... Those who actively manage change have a better chance to steer it in their favour.
Change is inevitable, you can proactively initiate it or passively react to it; you can embrace it or try to postpone it... Those who actively manage change have a better chance to steer it in their favour.
Change Management Theory
Introduction to key Change Management principles.
For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and, finally, solidifying that new behavior as the norm.
A simple & effective change model involving 3 steps: unfreezing, changing and refreezing
Lewin's Model
The model offers a structured approach to ensure that each individual experiencing change moves through the five phases necessary to make overall change successful.
The Prosci ADKAR® Model is one of the most widely requested and sought-after models for change management
ADKAR
John Kotter's 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organisation. And the last, implementing and sustaining change.
The award-winning Process for Leading Change that transformed countless organizations.
Kotter's 8 Steps
An original approach that allowed companies like CULINARYON to lead the market in constantly changing times.
For change to be effective needs to be EPIC having elements of Engagement & Empowerment, Pride, Insight & Connection
E.P.I.C. Model
Common mistakes that sabotage change
It is not easy as it seems...
1
A culture of "NO"
In an organization dominated by cynics and critics there is always a good reason not to do something.
2
The dog and pony show must go on
Some organizations put so much weight on process that they confuse end and means, form and content. How you present your plan becomes more important than the plan itself, becoming death by powerpoint.
3
The grass is always greener
To avoid facing challenges, managers look at new products, new services, new line of business...at times this diversification is healthy, yet should not distract from ut addressing the core issues that require change.
4
After the meeting ends the debate begins
The routine is so hard to spot because a lot of it is done undercover. Cordial and apparent collaborative meetings are often followed by resistance beyond the curtains.
5
Ready, aim, aim
The inability of the company to settle a definite course of action. Staff members create a continuous stream of ideas and proposal but no decision is taken.
6
This too shall pass
Employees and management developing a bunker mentality, hoping that things will get fixed by themselves.
Case Study CULINARYON
What are the challenges that a company like Culinaryon is facing and the approach to Change Management.
GIULIO D'ERME
Co-Founder and CEO
Giulio D'Erme will share his personal & professional experience in change management acquired as entrepreneur (leading CULINARYON) and as a Manager in leading multinationals like Philip Morris, Nike, Rosinter Restaurants and Triumph International,
Team Building Activity: Cooking & team exercises
