Organization Change Management II, Copyright Mahzad

2. Understanding the psychological forces that drive or limit people, when managing industries:
Average person is driven by his/her EGO, rather than Conscious, or Logic that applies to all
equally. This fact has significantly contributed to building “Systems and Organizations” that have
“Insufficient Support and Strength” for Long Term Survival!
EGO:
 People are conscious of their position within the material world that they live in. Their
confidence in themselves (EGO), is based on their relative position in their world.
Conscious:
 We are part of a growing world and an energy in the universe, that is neither limited to, nor
could be measured by persona standards. Our capability to connect to this energy, enables
thoughts at a higher level than egoistic or popular trends for the average.
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PREFIX!
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3. Policies & Procedures
In complex operations, understanding “Ethical Behavior” and “Technical
Issues” can be complex, and depended on “Culture” and “Knowledge” of
the Leaders in the Organization.
The interpretation of organizational policies and procedures for the
management should be controlled, under Supervision of Professional
Experts.
Mapped organizational charts, linking the policies and procedures to
individuals are essential.
Training personnel should not be limited to what, when, where, and how,
it should cover why.
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Average people are trained to operate under influence of Ego, or by rules set by
Popular Trends; and their Culture does not train them to live at the State of
Consciousness.
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4. Policies and Procedures
Big organizations have realized that they need to protect both employees and
their companies from making costly mistakes when dealing with the
regulatory agencies.
What is supposed to be a secret is that some of the regulations are not Clear
and may be difficult to apply, as published. Government agencies are mostly
aware of this issue, so is President Obama. Fact is that development and
control over these regulations used to be a collaborative work among the
agencies and companies, but due to complexity of organizations,
management of this has gotten out of hand, for many.
This is why I call this a “High Risk Trap”, that companies need to watch for.
Solution in the next slide is what we used to do, before the situation became
too complex!
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Be Prepared, Avoid Ignoring High Risk Factors

5. Policies and Procedures
UNDERSTAND the regulations, and evaluate the feasibility to use THE
AVAILABLE TECHNOLOGY to comply with them, as necessary.
Research among other similar companies to identify how everyone else is
complying with same regulations, be ready to put up an argument protecting
your company from what may not be practical and is Not Truly Being
Complied With, by Anyone. Avoid taking the easy way to hide your issues,
regardless of the fact in the next statement.
FBI agent in a training, on how to comply with FDA regulations stated:
Companies Need To Know How to Bluff during the FDA Audits, because no
one actually applies CAPA, or Complies with all regulations!
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Identify all Regulations
Understand Definitions of Quality Standards
Utilize Practical Technology

7. .
Map Products
Configuration
Business Units,
Structured
Product
Lifecycle By
Experts.
ID Technology
level required,
to support
Targeted
Market
Re-Evaluate
Business Plans,
Identify
Required
Resources.
Re-evaluate
Company Vision,
make sure it is
realistic!
Organize
Products’
Configuration,
Operations
Structure, PLM.
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Identify Req.
Strengths, &
Weaknesses Risks
Management
Requirements.
Logical,
Philosophical
Psychological
based
Company
Policy.
Support
placement of
all necessary
procedures,
correctly.
7
Building Blocks
of the
Organization

8. M. P. 9/12/13
Identify Req.
Strengths, &
Weaknesses Risks
Management
Requirements.
Logical,
Philosophical
Psychological
based Company
Policy.
Support
placement of
all necessary
procedures,
correctly.
8
Building Blocks
of the
Organization

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In order to assure productivity, and delivery of the expected
quality, you need to match people’s skills with technology
used at their level.
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10. We live in a world that is losing standard values for right and wrong, good
business and bad business, …. There are no magic wands to transform
people’s cultures and develop operations that are productive and work
towards same purpose, regardless of the contradictions among forces of Egos
within various leaders and workers.
It really is up to the Well Developed System and Leadership Training to help
the management to Interpret, guide the employees to Follow the Policies and
Procedures Professionally, Systematically and Consistently, putting aside
personal preferences!
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Systems Run the Organization
Lack of System Slows Down the Organizational Growth

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Leaders “At All Levels of Organization” must be carefully selected.
They can Make or Brake a company!
Because of the EGO factor, many valuable employees lose their
jobs, companies lose the leading edge, employees do not commit
to performance delivery or company vision!
Validate existence of technical capability to align marketing,
products design, processes, equipment, employee qualifications,
..., & customer satisfaction, with the company vision!
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Systems Run the Organization
Lack of System Slows Down the Organizational Growth

12. PRESENT FUTURE
ASSESSMENT OF CURRENT STATUS Marketing Vision
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PLANNED CHANGE MANAGEMENT
In order to avoid wasting time and money, when managing a change, clarify the requirements
first, then plan the implementation. Hints and example tools:
Clarify Company Vision.
Benchmark Technology for products, processes, equipment,….
Assess Current Status (Make sure it is accurate!!!).
Please, see slides 14 through 19, for examples
Identify detailed
requirements to
change the
current status to
the proposed
Perform
SIPOC
analysis
Prepare Cost
or Other
Justifications
Streamline
Processes
Perform a
SWOT
analysis
……
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13. The following is an example of a typical benchmarking methodology, Source of this data:
http://en.wikipedia.org/wiki/Benchmarking:
 Identify problem areas: Because benchmarking can be applied to any business process or function, a range of research techniques
may be required. They include informal conversations with customers, employees, or suppliers; exploratory research techniques
such as focus groups; or in-depth marketing research, quantitative research, surveys, questionnaires, re-engineering analysis,
process mapping, quality control variance reports, financial ratio analysis, or simply reviewing cycle times or other performance
indicators. Before embarking on comparison with other organizations it is essential to know the organization's function and
processes; base lining performance provides a point against which improvement effort can be measured.
 Identify other industries that have similar processes: For instance, if one were interested in improving hand-offs in addiction
treatment one would identify other fields that also have hand-off challenges. These could include air traffic control, cell phone
switching between towers, transfer of patients from surgery to recovery rooms.
 Identify organizations that are leaders in these areas: Look for the very best in any industry and in any country. Consult customers,
suppliers, financial analysts, trade associations, and magazines to determine which companies are worthy of study.
 Survey companies for measures and practices: Companies target specific business processes using detailed surveys of measures
and practices used to identify business process alternatives and leading companies. Surveys are typically masked to protect
confidential data by neutral associations and consultants.
 Visit the "best practice" companies to identify leading edge practices: Companies typically agree to mutually exchange
information beneficial to all parties in a benchmarking group and share the results within the group.
 Implement new and improved business practices: Take the leading edge practices and develop implementation plans which
include identification of specific opportunities, funding the project and selling the ideas to the organization for the purpose of
gaining demonstrated value from the process.
 Costs
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PLANNED CHANGE MANAGEMENT

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Assessment, Analysis of Operations, Process Breakdown,….
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PLANNED CHANGE MANAGEMENT

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SIPOC Analysis
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PLANNED CHANGE MANAGEMENT

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PLANNED CHANGE MANAGEMENT

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PLANNED CHANGE MANAGEMENT

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PLANNED CHANGE MANAGEMENT

19. 9/12/13
It takes a group of well experienced and knowledgeable leaders to develop and
mange a productive organization.
Changing an existing organization, can be twice as difficult as setting up a new
organization, if the leaders in the organization are part of the road blocks that
resist change!
Taking Control Over Your Businesses
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20. 9/12/13
Available Enterprise Solutions for Controlling Your Businesses
SAP for Auto Industry:
http://www.sap.com/asset/index.epx?id=912050af-80d7-4c97-9fe7-b655b7e4d5ab#.Uinb7W38KYM.mailto
It is essential to assure that the “Data Entered” into such systems are both
RELIABLE and ACCURATE!
Hiring the right person for the job is not same as hiring someone that you
like as a person!
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21. Change is Inevitable!
Are you planning to manage
your organizational changes, so
you could
BECOME A LEADER IN YOUR
INDUSTRY?!
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22. Mahzad Pakzad 617-902-8665
volpe.m.p@gmail.com
Available for hire!
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