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Optimizing Change Management Avery Dennison

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Leron Mardenborough

on 4 July 2013

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Transcript of Optimizing Change Management Avery Dennison

Optimizing Change Management within Avery Dennison
Research Objectives
Research Questions
Research Methodology
Interpretivism philosophy
Deductive approach
Cross Sectional study
MLA referencing
Research Design & Strategy
Desk Research
Desk Research
Desk Research
Field Research
Field Research
Final Integrated Project 8
Leron Mardenborough
halfway through!
Brief Introduction Avery Dennison
Integrated Project 7 - Avery Dennison
Global leader in precision adhesives
Label consumer products
Apparel branding
Manage 30.000 employees
200 manufacturing sales facilities
50 countries, serve leading customers in leading industries across the globe

Year 3 presentation Avery Dennison
Enjoy branding and labeling products
Started internship period in the summer of 2011
Avery Dennison had been going through change in software
After 3 years, employees were frustrated with the change process
Implementation was taking too long
Deadlines for implementation were not met

How can I help improve the change management process at Avery Dennison?

Objective 1 – Understand the concept surrounding change management

Objective 2 – Learn how to effectively communicate change to employees

Objective 3 – Learn how to identify change management issues

Objective 4 – Understanding methods to evaluate change.

Objective 5 – Make change process more efficient and comfortable at Avery Dennison for both managers and employees

Central Research Question
How can the current change management processes at Avery Dennison be optimized using theoretical and practical resources?
What is change management?
Why is change important for organizations?
How should managers communicate change to employees?
Which are the frequently used models in the field of change management?
How to evaluate successful change management?
How to prepare a change management budget?

Theoretical Questions
Empirical (field) Research Questions
What are the change experiences at Avery Dennison?
What is the current state of change management within Avery Dennison?
What can Avery Dennison learn from organizations that went through change?
How to finance change management projects at Avery Dennison?

Research Methodology
Research Design & Strategy
Gather relevant information
Construct interview
Interview change management specialists and professionals
Construct survey questions
Distribute survey questions
Analyze data from surveys
Develop a change management model from information gathered from present situation
Recommend optimized change management model

Theoretical Framework
What is Change Management?
Change management is an approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state
Helping change stakeholders to accept and embrace changes
Change usually involves three factors; people, processes and culture

Why is change important to organizations?
“The Only Thing That Is Constant Is Change -” Heraclitus
We live in world that is constantly changing
Technological improvement, which is equal to change
A 2007 McKinsey study 70% reported that innovation was one of their companies’ top 3 drivers of growth

How should managers communicate change to employees?
John Kotter his 8 step change process
Clear and concise about the change
Emphasize on how important it is to change, highlight the advantages of the change against the disadvantages. Remove all obstacles hampering the progress of change, create short term wins and make the change in the end stick.

Introduction to Change Management Models
Various models to facilitate change. Such as: ADKAR, Change Accelerated Process model (CAPM), and Kaizen
Widely used in the field of change management
Each step is then seen as an individual element
A “new model” is put together using only the necessary steps to conduct the specific change necessary

Kotter’s 8 Step Change Management Model
Step 1: Create Urgency
Step 2: Form a Powerful Coalition
Step 3: Create a Vision for Change
Step 4: Communicate the Vision
Step 5: Remove Obstacles
Step 6: Create Short-term Wins
Step 7: Build on the Change
Step 8: Anchor the Changes in Corporate Culture

ADKAR – Aware Desire Knowledge Ability Reinforcement
Focus activities on specific business results
The model was initially used as a tool for determining if change management activities like communications and training were having the desired results during organizational change
ADKAR emphasizes that successful organizational change occurs only when each person is able to transition successfully
The ADKAR model has the ability to identify why changes are not working and help you take the necessary steps to make the change successful
As a manager, you can use this model to identify gaps in your change management process and to provide effective coaching for your employees

Awareness of the need for change
Desire to participate in and support the change
Knowledge on how to change
Action to implement required skills and behaviors
Reinforcement to sustain the change

CAPM - Change Acceleration Process Model
Leading Change
Creating A Shared Need
Shaping a Vision
Mobilizing Commitment
Making change last
Monitoring process
Changing Systems and Structures

Kaizen - Current change management model at Avery Dennison
The cycle of Kaizen activity can be defined as:
Standardize operation and activities
Measure the operation (find cycle time and amount of in-process inventory)
Innovate to meet requirements and increase productivity
Standardize the new, improved operations
Continue cycle

Elizabeth Kubler-Ross Change Curve
Elizabeth Kubler-Ross’ model focuses on the employees and their attitudes towards change
In the 1960’s Elizabeth Kubler-Ross developed a model explaining the grieving process from which the change curve was developed
Change managers can predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change

Elizabeth Kubler-Ross Change Curve
Stage 1 – Shock and denial
Stage 2 – Anger and depression
Stage 3 – Acceptance and integration

How to evaluate successful change within an organization?
Key performance indicators (KPIs)
What is important often depends on the department measuring the performance
How to prepare a change management budget
Benefit of Project is based on the project’s purpose
Project Cost includes hard costs, such as hardware and software, as well as what are sometimes termed soft costs
Change management is one of the factors that has the most impact on the ROI of organizational transformation projects
Investments in change management accelerate the adoption of new tools and/or processes
In conclusion, investments in change management within the framework of organizational transformations are key success factors in optimizing the benefits associated with change

Empirical (field) Framework
Interview Questions
Survey Questions
Research Population & Method
Sampling Method
Sample Size
Empirical (field) Framework

Empirical (field) Framework
Surveys were conducted amongst Avery Dennison’s employees
Surveys were self-administered
Interviews were conducted with various change management specialists and professionals regarding their experience(s) through change

What are the change experiences at Avery Dennison
Human Resource Manager
The Kaizen model was used to implement this change; however the model was used partially, because certain steps were perceived as difficult
The key aspect of change according to the HR manager is “sticking to the plan”
Avery Dennison Employees
A survey was conducted amongst the Avery Dennison employees to gather insight as to how they perceive the way change management is being handled

Field Research
Change management is an approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state
There are 3 main stages – unfreeze, change and refreeze Continuous communication through change facilitates the process of change management
Managers can use Kotter’s 8-step change management to communicate change
Change management models focuses on the processes surrounding change
Elizabeth Kubler-Ross’ change curve, focuses on the employees and their attitudes towards change
PCDA model, is an iterative four-step management method used in business for the control and continuous improvement of processes and products

Evaluate the results of the change program
Change projects at Avery Dennison were sometimes unsuccessful due to reverting to previous practices which were perceived by employees as being more efficient
Employees are unsatisfied with the way managers carried out change
At Avery Dennison change is conducted using the Kaizen model
Kaizen model should be used to identify abnormalities within change processes
Employees would like to be more involved, have better communication with managers and more training
Investments in change management accelerate the adoption of new tools and/or processes

Recommendation to HRM
Recommend human resource managers and first line managers to attend trainings and workshops concerning change management
Number one priority concerning change management
Recommendation to Avery Dennison Employees
Employees want to be more involved in the decision-making
Communicate more with managers
Kotter’s 8-step (Step 1)

More training when change is being implemented
Sooner line and human resource managers receive training in the field of change management the sooner the organization can benefit

Budgeting for change management training (See Chapter: 5.8 How to prepare a change management budget)
Training human resource managers in the field of change management (3 day workshop)
Training line managers in the field of change management (3 day workshop)
Implementation of change management techniques and processes

Plan, Do, Check & Act
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