Lead strategic

transformation

BSBLDR811
 CHAPTER 1:
PREPARE TO • Identify personal responsibilities in strategic
transformation process according to task objectives
UNDERTAKE • Develop strategic change strategy in collaboration with
STRATEGIC relevant stakeholders
• Brief internal and external stakeholders of strategic change
CHANGE processes and intended outcomes
• Establish communication channels for organisational
personnel to contact management
 What is Strategic Change
management?

Strategic change
management is the process of Change is necessary for
managing change in a organisations to continue to
structured, thoughtful way in thrive and meet and exceed
order to meet organisational the competition of industry
goals, objectives, and competitors.
missions.
 People

Strategic Processes
change
needs Technology

Structure.
Three basic stages for a company making a strategic
change

Realising Establishing Implementing

Realising that the current Establishing a vision for Implementing the change
strategy is no longer the company's future and setting up new
suitable for the direction; and systems to support it.
company's situation.
1.1 Identify
personal
responsibiliti
es in strategic
transformatio
n process
according to
task
objectives
 Change Advisory Board (CAB)

High-level members from

This is the team in charge of various domains, including
controlling the change lifecycle information security,
across all processes as operations, development,
specified in the strategic networking, service desk, and
transformation framework. business relations, are part of
the Change Advisory Board.
 • Assisting the change manager with major change decisions.
The CAB is • Evaluating Change Requests, available resources, the
jointly impact of change, and organisational readiness.
• Validating that appropriate tests and evaluations are
responsible for carried out prior to the approval of high-risk changes.
the following • Creating a record of relevant processes and activities.
activities: • Assisting with the design of change implementation
schedules.
• Examining the process of implementing a change.
• Assisting in the design and approval of new change process
models.
• Using each CAB member's diverse knowledge base, skills,
and expertise to provide a unique perspective before a
decision is made.
 • Personal development aims to develop your
character and individual leadership style, as well
as attitudes, skills and conduct that illustrate

Personal leadership towards others.

• The best way to increase awareness of yourself
and others is by regularly participating in review
developmen and reflection practices.
• Set aside an hour for self-analysis and reflection

t objectives every week.

• Start by examining your current needs for
development.

and • Ask yourself how much of your activity

contributed to your stated vision and objectives
the previous week.
priorities • Then look at your future development needs and
evaluate your progress in terms of your indicated
leadership skills.
• Finally, consider and prioritise your ideas for the
next step in your career.
 It would be best if you built a productive
corporate and workplace culture by
making sure:
Building a
productive You select the right people.
organisational
and
Foster innovation.
workplace
culture
Maintain staff engagement.
 1.2Develop
strategic change
strategy in
collaboration
with relevant
stakeholders
 Organisational strategic change
strategy

Organisational strategic change

At the theoretical level, the
strategy is an extremely important
organisation acts in accordance with
step that matches two
the principles of experimentation,
concepts–learning and
testing and error, success and failure,
organisation–and allows the
discovery and invention to be better
organisation to explore how it can be
equipped, especially, when it comes
better either performance wise or
to surviving through and leading
knowledge wise, as if it had a stock of
change.
knowledge, skills and expertise.
 How does an
organisation
engage with
its • Communication with stakeholders
stakeholders? • Involving stakeholders in the change process
• Ensure people know what the strategic plan is and where
they fit into the plan
 The key stakeholders

In relation to an organisational
A stakeholder analysis may be
learning strategy, key
necessary to identify the key
stakeholders in an organisation
stakeholders in relation to the
are those who are either
organisational learning
affected or who take decisions
strategy.
in relation to the organisation.
 clients/ consumers

learners/ students

subject matter experts/ instructional designers

Key trainers/ instructors
stakeholders the staff and management of the organisation
may include: peers

public

public agencies and bodies, especially regulators

suppliers and third-party partners

 • The process of creating, retaining and transferring
knowledge within an organisation is known as
“organisational learning”.
Organisationa • An organisation enhances its experience over time.
• It can create knowledge from various experiences.
l learning • The knowledge organisation usually acquires is extensive
and covers any topic that an organisation may use to
improve their products and services.
• Examples can include ways to improve production
efficiency or to develop positive relationships with
stakeholders.
 There are four different units of
knowledge created:

individual

The Units of
Knowledge a group

organisational and

inter-organisational.
 It is the most common way of measuring organisational
learning.

The
learning Learning curves show how an organisation produces its product
or service, enhances its productivity, efficiency, reliability

curve and/or production quality with lower returns.

The curves of learning vary by the rate of organisational

learning. Organisational learning rates are affected by
individual skills, improvements in the technology of an
organisation and improvements in coordination structures,
routines and methods.
 • A learning agenda is an example of a more formal way of
monitoring and supporting organisational learning.
• Organisational learning is an aspect of organisations and an
organisation's field of study.
The learning • Organisational learning is an aspect of an organisation,
agenda namely the creation, retention and transfer of knowledge.
• The creation of knowledge, preservation of knowledge and
transfer of knowledge can be seen as adaptive processes
that are part of the experience.
• Experience is the knowledge that contributes to
involvement or exposure to a subject's procedural
understanding.
1.3 Brief internal and external stakeholders of strategic change processes and intended
outcomes
 Accurately • Use a range of strategies to recognise, define and classify
all stakeholders.
identify your • To consolidate this list, consider methods such as
stakeholders independent analysis followed by group brainstorming
sessions.
• Taking the time to consider who would own the
advantages and be impacted by any project risks would
also help narrow down the selection of stakeholders.
1.4 Establish
communication
channels for
organisational
personnel to contact
management
 • Identifying and defining the audience is the
most critical aspect of communications.
• To find the missing parties, be strategic and
receive advice from all known parties.
Identifying • It can be challenging when a key individual
or group is discovered too late in the

and strategic change management process and

has not received any contact during the
course of a change management but has

defining deep associations that must be

acknowledged.
• So, to prevent this situation, remember to
the take all of the appropriate steps early on to
create a framework for all stakeholders with
whom you need to maintain contact.
audience • If you have that, the methods mentioned
below will assist you in maintaining active
contact, regular and ongoing collaboration,
and strong support for your initiative.
 Formal
• Meetings
Communicatio • Conference Calls
n Methods • Newsletters/Email/Posters
 • Hallway and bathroom discussions
• Lunch meetings, after-work drinks at the bar
• Sporting activities
Informal • Voicemail
Communicatio
n Methods
Formal
Communicatio
n Methods
CHAPTER 2: • Analyse and confirm capacity and competence of relevant
individuals to contribute to change processes and plans
LEAD • Identify and resolve risks in change management process
STRATEGIC • Develop learning and communication processes for
addressing problems and risks arising during organisational
CHANGE change
• Make changes to change management process according
to risks and inform stakeholders of updates
Transformationa • Transformational leadership transforms
both leaders and employees, as well as
l leadership organisations, in order to produce
strategic benefits.
 Transformational leadership empowers leaders and
their teams or supporters to boost success, morale,
inspiration, and commitment.

Effective transformational leadership illustrates why

change is important, encourages a shared vision,
organises change, and effectively incorporates change.

What exactly is Transformational leaders are inspirational, dependable,

transformational and charismatic role models that lead by example.
leadership?
They are aware of their team's strengths and limitations
and work to align them with performance-enhancing
tasks and priorities.

They engage their team while still leading them.

2.1 Analyse and confirm capacity and competence of relevant individuals to contribute to
change processes and plans
 SET THE STANDARD
HOW TO
BUILD, THE LONELINESS OF COMMAND

TRUST
CONFIDENCE WALK THE TALK

AND LEAD EFFECTIVELY IN A DIVERSE

RESPECT WORLD

PRACTICE EFFECTIVE LEADING

 Behaviour
Modelling in • Work Tasks
the • Work Ethic

Workplace • Communication
• Honesty
• Politics
• Providing a model for others
 • The leadership skills and behaviours that
contribute to superior performance are
leadership competencies.
• By using a skill-based leadership
approach, companies can better identify
Leadership and develop their next generation of
leaders.

competencie • Researchers have defined essential

leadership skills and global competencies.

s • However, the development of new

leadership skills must be driven by future
business trends and strategy.
• Although some leadership skills are
essential for all companies, an
organisation should also define what
leadership characteristics distinguish the
individual organisation to create a
competitive advantage.
Survival Strength

skills Motivator
required Decisiveness
and Wilfulness
excellence Assertiveness
in the old Outcome-and bottom-line-oriented
organisatio Task-focused.
n Intelligence and diplomacy
 The new skills

They are based on very

different premises,
The new skills required are assumptions and
different in nature. convictions about
individuals and
organisations.
 The new • The ability to think about systems and how to manage
systems.
leadership • The ability to understand work variability and
problem-solving.
skills are the • Understanding how we learn, develop and enhance real
following: learning and improvement.
• Understand people and understand why they do as they
do.
• Understanding the interdependence of systems, variation,
knowledge and human behaviour. Knowing how everyone
affects others.
• Give the organisation vision, meaning, direction and focus.
2.2 Identify
and resolve
risks in change
management
process
 Impacts at the project level are directly related to
the particular program or project that is avoiding
change management.

These policies can have an impact on tools,

Impacts at technology, procedures, reporting systems, roles and
responsibilities, and job functions.
the project
stage They may be the product of strategic planning,
internal stimuli like performance problems, external
stimuli like legislation or competitive threats, or
consumer and supplier demands.

The initiatives can be structured as projects with

project managers, budgets, schedules, and so on, or
they can be informal but still have an effect on how
people perform their work.
 Delays in the project
Costs Milestones were missed.
involved at
project Overruns on the budget
stage: Design rework is required.

Job loss by the project team

 • Resistance (active and passive)
• The project has been halted.
Threats in • Resources that were not made available
project stage • Obstacles come out of nowhere.
• The project fails to produce results.
• The project has been completely
abandoned.
Impacts at the The organisational level impacts are one level above the project
level.
organisational These costs and risks are felt by the entire company, not just the

level project team.

Many of these effects last well beyond the lifecycle of a single

project.

When important workers leave an organisation, the

consequences are serious.

A legacy of failed reform creates a major and ever-present

backdrop against which all subsequent changes will be measured.
 Productivity is decreasing
(deep and sustained)
Expenses at
the Employees that have been
organisational respected are being let go
level
Job of lower quality
 Affect on the customer reactions

The impact on suppliers

Threats at the
organisational Morale is declining
level Failure to reform leaves a legacy

Stress, perplexity, and exhaustion

2.3 Develop
learning and
communicati
on processes
for
addressing
problems and
risks arising
during
organisationa
l change
 • Strategic planning is an organisational management tool
that is used by a business to set their priorities and
What is strengthen its operations.
Strategic • This method of strategic planning allows an organisation to
focus its energy and resources to achieve the desired
Planning? outcomes and results for their objectives and goals.
• With an organisation having a clear plan that ensures
employees and other stakeholders are working towards
common goals that have been established and agreed on
for the success of the business.
• Strategic planning helps an organisation to assess and
adjust its direction in a challenging environment that is
continually changing.
 • A strategic plan is an organisation’s
What is a written document that is developed
during the planning process to outline the

Strategic crucial elements and actions needed for

the desired outcomes and results for their
goals to be achieved.
Plan? • The strategic plan is used to communicate
the organisation’s goals to all relevant
parties.
 Each vision and mission statement will be part of the
strategic planning process but have different
objectives for your organisation.

Vision and These statements may be written for the whole

organisation or relevant to individual departments.
mission
statement A mission statement is the precise explanation for
your organisation's existence and describes the
organisation's purpose and overall intentions.

The mission statement supports the vision and

provides communication of the purpose and
direction to employees, customers, vendors and
other stakeholders.
 Questions to consider
when creating mission
statements

Why does our What is the

organisation purpose of our
exist? organisation?
 Where is the organisation
headed?
Questions to
consider
when What problem are we seeking
creating to solve?
vision
statements If we accomplished all strategic
goals, what would we look like
in ten years?
 • Strategic management is the extensive
and ongoing processes and activities that
organisations use to methodically
coordinate their actions and resources to
What is align with their mission, vision, values and
strategy throughout the organisation.
Strategic • Strategic management activities should
transform their plan into a system that
Management provides for performance feedback to
inform their decision-making process to
and assist the business in assessing and
updating their strategy for continuous
growth as requirements and other
Execution? circumstances change.
• Strategy execution is the systematic
implementation of an organisation’s
strategic plan which is an essential
business practice.
 Analysis or assessment
Four (4)
steps in Strategy formulation
Strategic
Planning and
Strategy execution
Managemen
t
Evaluation or sustainment
management
2.4 Make
changes to
change
management
process
according to
risks and
inform
stakeholders
of updates
 • Determine what will be improved
How to make • Provide stakeholders with a solid business case
changes to • Make a Change Plan
• Make available resources and data for
change evaluation
management • Communication
process • Keep an eye on and manage resistance,
dependencies, and budgetary risks
• Celebrate success
• Evaluate, revise, and constantly improve
CHAPTER 3:
REVIEW • Analyse impacts of leadership on change management
process using self-reflection
STRATEGIC • Seek feedback on leadership during change management
process from staff
OUTCOMES • Apply feedback to leadership style
3.1 Analyse impacts
of leadership on
change management
process using
self-reflection
 Understanding the impact of
change management

Discussing and analysing an

individuals and how they will While the project group will make a
respond will provide useful insights tentative decision on this, any
into all organisational management involvement by impacted workers
transition in terms of how it from different organisational levels
impacts risks associated with can provide a more objective
non-acceptance, resistance, viewpoint and useful feedback in
anxiety, low morale, turnover, and the mitigation strategies.
other factors.
3.2 Seek
feedback on
leadership
during change
management
process from
staff
 Receiving and seeking
feedback

Receiving and seeking

feedback is an important However, it can be difficult
part of enhancing to locate and much more
leadership qualities during difficult to seek feedback at
the change management times from staff.
processes.
3.3 Apply
feedback
to
leadership
style
 Be compassionate – as you consider what might have gone

Strategies better, consider what went well as well.

for Instead of comparing yourself to others, strive to be a better

version of yourself every day.

managing Don't just dream about improving yourself; do something about

yourself it! Focusing on behaviours will ease your worries regarding your
vulnerable areas while gradually increasing your trust.

while Think big and change small – make small strategic improvements
while keeping your larger goals in mind.
accepting
feedback Create your consistency, make positive change a habit, and see as
those positive changes inevitably breed new ones.
Any
Questions?