Professor Albert Angehn's slides - INSEAD CALT
Professor Albert Angehn's slides - INSEAD CALT
Professor Albert Angehn's slides - INSEAD CALT
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The Challenge of<br />
Managing Change<br />
& Innovation<br />
The Challenge of<br />
Managing Change<br />
& Innovation<br />
Workshop<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
<strong>Albert</strong> A. ANGEHRN<br />
<strong>Professor</strong>, IT & Entrepreneurship<br />
Director, Centre for Advanced Learning<br />
Technologies (<strong>CALT</strong>)<br />
<strong>INSEAD</strong><br />
European Institute of Bus. Administration<br />
Fontainebleau & Singapore<br />
<strong>INSEAD</strong>, March 2006
The Challenge of<br />
Managing Change<br />
& Innovation<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
Large change initiatives aiming<br />
at performance improvements<br />
Business Process Reengineering<br />
Empowerment<br />
Activity-based Costing/Mgmt<br />
TQM<br />
Benchmarking<br />
Time-based Competition<br />
Matrix Structures<br />
Network Organisations<br />
Project-based Organisation<br />
Cross-functional Teams<br />
Mergers & Acquisitions<br />
e-Everything<br />
… Customer Relationship Mgmt (CRM), Supply<br />
Chain Mgmt (SCM), Knowledge Mgmt (KM), …<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
<strong>INSEAD</strong>, March 2006
The Challenge of<br />
Managing Change<br />
& Innovation<br />
No doubt: Change is CRITICAL !<br />
“Business is going to change more in the next<br />
10 years than it has in the last 50.”<br />
Bill Gates, Business at the Speed of Thought, 1999<br />
A critical asset to be developed:<br />
Change readiness<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
The competency that enables organizations to<br />
address productively both incremental and<br />
radical change.<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
<strong>INSEAD</strong>, March 2006
The Challenge of<br />
Managing Change<br />
& Innovation<br />
But Change, in Reality, is HARD !<br />
75% of all transformation efforts fail<br />
50-75% of “re-engineering” projects fail<br />
Failure rates are higher (78%) when IT involved<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
CHANGE<br />
STRATEGISTS<br />
CHANGE<br />
IMPLEMENTATION<br />
PROCESS<br />
CHALLENGE<br />
CHANGE<br />
RECIPIENTS<br />
<strong>INSEAD</strong>, March 2006
The Challenge of<br />
Managing Change<br />
& Innovation<br />
The expectations …<br />
Performance<br />
measure<br />
Time<br />
What we aim at …<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
3/15/2006<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
<strong>INSEAD</strong>, March 2006
The Challenge of<br />
Managing Change<br />
& Innovation<br />
…the reality<br />
… and what<br />
we typically<br />
get …<br />
Performance<br />
measure<br />
Unsustainable improvements<br />
Time<br />
Performance<br />
measure<br />
Performance<br />
measure<br />
<strong>Albert</strong> A. ANGEHRN<br />
Little impact<br />
Time<br />
Unsustainable pace<br />
Time<br />
albert.angehrn@insead.edu<br />
3/15/2006<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
<strong>INSEAD</strong>, March 2006
Changing how we address Change<br />
The Challenge of<br />
Managing Change<br />
& Innovation<br />
Serious Play<br />
From Traditional to<br />
simulation-based<br />
Experiential Learning<br />
Northwestern U<br />
Stanford<br />
Chicago U<br />
MIT<br />
Developing<br />
Individual<br />
Change Competencies<br />
Hong Kong U<br />
<strong>INSEAD</strong><br />
Duke U<br />
Columbia U<br />
Organizational<br />
<strong>Albert</strong> A. ANGEHRN<br />
albert.angehrn@insead.edu<br />
Change Readiness<br />
ISAGA05/AAAngehrn/<strong>INSEAD</strong>/June 2005<br />
Evidence of IMPACT in management world<br />
<strong>INSEAD</strong>, March 2006
Change language