7-11的變革管理-Accenture課件

統(tǒng)一超商流通次集團人資共享組織及管理系統(tǒng)導(dǎo)入專案變革管理執(zhí)行建議January8th,2002統(tǒng)一超商流通次集團人資共享組織變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄1變革管理的目標目錄1人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資源共享的目標，同時引導(dǎo)人資流程設(shè)計和系統(tǒng)功能導(dǎo)入的工作方向。人力資源共享組織願景：提昇人力資源團隊之專業(yè)能力，矢志成為集團營運經(jīng)營之策略伙伴。於集團中扮演變革種子的角色，促進與協(xié)助集團變革。培養(yǎng)集團人力資源，提昇集團核心競爭力，以符合事業(yè)發(fā)展需求。激發(fā)員工工作士氣與潛能，從而提昇工作滿意度與績效。藉由人力資源制度與流程的標準化，及導(dǎo)入資訊科技，並不斷改善服務(wù)品質(zhì)和模式，達到成本降低與管理效益的提升。共享組織提供卓越服務(wù)，以協(xié)助各關(guān)係企業(yè)創(chuàng)造績效。共享組織並致力整合具綜效的功能追求服務(wù)品質(zhì)和營運模式不斷的改善，以降低次集團整體營運成本和創(chuàng)造利潤的目標。

共享組織願景：TobereplacedwithFINvision人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資QUANTUMLEAPImmediately,wemustgetoffthelaunchpadby:Communicatingthevisionandobjectivesfor7-11Buildingownershipandsponsorshipthroughouttheorganization.IdentifyingimpactedgroupsandindividualsBuildingleadershipwithinthebusinessunitsInthenextsevenmonths,managethechangejourneyby:DefiningtheroleandresponsibilitychangesRecommendingworkflowandworkgrouporganizationchanges.KeepingimpactedindividualsinformedandsmartBroadeninganddeepeningownershipofthechangesProvidingtrainingandeducationthatenablespeopletoachievetheresultstheydesire.BuildinganinfrastructurethatrewardspeakperformancefromeveryoneEstablishinterimorbitsandprovide:ThebasisforcontinuousmomentumtowardthebusinessgoalsThetoolsforpeopletocontinuetolearnandsetnewgoalsforthemselves明確的目標與行動方案是確保變革成功的重要因素之一。願景對變革管理的要求3QUANTUMLEAPImmediately,wemus變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄4變革管理的目標目錄4ChangeManagementProgramTrainingandEducationStrategyOrganizations&RolesStrategyCommunicationStrategyLeadership&OwnershipStrategyIT,BusinessProcesses,Policy,Roles,andCompetencyTrainingmaterialsRecommendationsfornewroles,performancemeasures,responsibilitiesandworkgroupstructuresGroundsettingInformation,Announcements,andUpdatesviaavarietyofvehiclesAnetworkofleadersandsponsorstoassisteveryoneinmakingthetransitionAccurateupdatesofwhereandhowthechangesareimpactingtheorganization變革管理的策略就本專案而言，我們認為變革工作應(yīng)由領(lǐng)導(dǎo)、組織與工作、培訓(xùn)以及溝通四個部份切入。而每個部份都應(yīng)擬定明確的執(zhí)行策略與計劃，以做為變革時期的重要的指導(dǎo)原則。5ChangeManagementProgramTrainWeshouldDeliver...Buildingleadershipandownershipfor7-11atalllevelsintheorganizationthroughanetworkofcascadingsponsorscommittedtothesuccessof7-11.CascadingSponsorshipAssessingtheimpactof7-11andhelpingsponsorsmanageresistancetochange.Thisprogramwillbeoverseenthroughquarterlyassessmentsandrecommendationsofopportunityandrisk.ImpactAssessment/RecommendationsPlanforimplementingleadershipandownershipActivitiesforimplementingcascadingsponsorshipNetworkandinfrastructurewithinwhichthecascadingsponsorsoperateandcommunicateOrientationandperiodiceducationandstatussessionswithsponsorsPeriodicassessmentofopportunitiesandrisksintheorganization.變革管理的機會－領(lǐng)導(dǎo)方面在領(lǐng)導(dǎo)方面，變革管理的目的在於取得整個組織的領(lǐng)導(dǎo)階層的全力倡導(dǎo)與支持。DefinitionDefinitionDeliverables6WeshouldBuildingleadershipaWeshouldDeliver...Organization/JobRedesignplanRecommendationsandtoolsforimplementingchangeswithinanorganizationtooptimizethebenefitsofSharedServiceRolesandresponsibilitiesforpeopleinaSSorganizationtoplaywhicharenecessarytosuccessfullyimplementprocessesandITsystem.MeasuresofperformancebasedontherolesandresponsibilitiesAssessmentoftheimpactthatorganizational/rolechangeswillhaveonthejobsofthepeoplewithinanorganizationPacketofinformationforeachrolewhichbringstogetheradefinitionoftherole,itsresponsibilities,performancemeasures,skills,etc.ToolswhichwillhelpmanagersidentifywhichroleswillbeassociatedwiththejobsofthepeopleintheirorganizationPacketofinformationwhichconsolidatesallOrganization/JobRedesignprogramdeliverables.TheOrganization/JobRedesignprogramwillidentifytheorganizationalandjobimplicationsoftheShareServiceFinanceOrganization,processesandITsystem.Atonelevel,thisincludesanalyzingtheoverallstructureandworkflowsassociatedwitheachdepartmentandmakingrecommendationsforchangestoachievethebenefitsofSharedServiceOrganization.Atamoredetailedlevel,thisinvolvesidentifyingthefunctionspeoplewillhavetoperformaroundprocessesandITandmakingrecommendationsforhowthismaybeimplementedpersonbypersonaspeopleareassociatedwiththerolestheywillplay.變革管理的機會－組織與工作方面DefinitionDeliverables在組織與工作方面，變革管理的主要目的在於使員工了解共享組織、流程及系統(tǒng)導(dǎo)入後對他們工作的影響及可能有的改變。7WeshouldOrganization/JobRedWeshouldDeliver...TrainingandEducationStrategicPlanTrainingRequirementsMatrixCurriculumPlanCostmodelandTradeoffAssessmentMediaStrategyTrainingDocumentationTrainingprogramRolloutLogisticsprogramMeasuresofSuccessprogramTheTrainingandEducationstrategyaddressestherangeofneedsbroughtonbytheBusinessSystemsReplacementProjectintheareaoftraining,educatingandreskillingtheworkforcetoeffectivelyoperatewiththenewbusinesssystemsandtheredesignedbusinessprocesses.Thisstrategyensuresthat7-11employeesareenabledwiththeknowledge,skillsandproceduresforallareasimpactedbythechange.變革管理的機會－培訓(xùn)方面DefinitionDeliverables在培訓(xùn)方面，變革管理的主要目的在於使員工取得工作改變後所需的知識與技能，以便順利轉(zhuǎn)型。8WeshouldTrainingandEducatioWeshouldDeliver...CommunicationStrategicPlanCommunicationToolkitGenericGroundsettingCommunicationPackageOfficer/ManagerPackageCommunicationProgramEvaluationTool7-11Grapevine7-11Newsletter7-11UpdateVideoSegment7-11WeekarticlesTheCommunicationstrategyaddressestherangeofcommunicationneedsbroughtonbytheBusinessSystemsReplacementProject.Thisstrategyensuresthat7-11employeesareinformedoftheoverallmissionandobjectives,thecriticaldatesandeventsonthetimeline,andthoseeventsandchangesthatwilldirectlyaffectthemandtheirjobs.變革管理的機會－溝通方面DefinitionDeliverables在溝通方面，變革管理的主要目的在於即時提供並管理各種與專案推動有關(guān)的訊息。使員工在一個開放的環(huán)境下隨時得到正確且一致的訊息。9WeshouldCommunicationStrate變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄10變革管理的目標目錄10ConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1FinalizeCascadingSponsorshipDefineLeadershipRolesandResponsibilitiesDefineLeadershipExpectationsandPerformanceMeasuresConductSponsorandTransitionAgentOrientationSessionsCompleteFirstCycleofImpactAssessmentProduceImpactAssessmentReportCreateOrientationEducationPacketsforTransitionLeaders/SiteLeadersTransitionLeader/SiteLeaderOrientationSessionsDesignQuarterlyEducation/UpdateSessionsApplyInfrastructuretoCascadingModelsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsDesign/BeginMonthlyStatusMeetingswithSponsorsLeadership/OwnershipStrategicPlanDefinitionofallleadershiprolesandresponsibilitiesTransitionAgentOrientationImpactAssessmentReportTransitionLeader/SiteLeaderOrientationSessionsMonthlyTransitionAgentstatusmeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsAprMayJuneJanFebPrincipalProducts進行方式－領(lǐng)導(dǎo)方面在領(lǐng)導(dǎo)方面，變革工作將包括……Mar11ConceptualDesignDetailedDesiCompleteDepartmentImpactAssessmentAssessWho/Whereprocessesarebeingperformed“ToBe”O(jiān)rganizationalPictureIdentify“ToBe”RolesOutlinethekeychangesforeachroleDefine/drafttemplateforrolepacketsDesignResponsibilitiesAssociatedwithRolesDefinePerformanceMeasuresDesignRolePacketsDesignOrganizationChangeRecommendationsDesignRoleMappingToolsFinalizethe“ToBe”rolesDevelopManagementImplementationToolkitFinalizeOrganizationChangeRecommendationsPacketsFinalizetheRolePacketsCompleteJobImpactAssessmentAssistinimplementationofOrganizationChangeRecommendationsDistributeManagementImplementationToolkitOrientandtraincascadingsponsorshipOrganization/JobstrategicplanAssessmentofareasofhigh,medium,andlowimpact“Tobe”organizationalpicture“Tobe”rolesandresponsibilities“Tobe”performancemeasuresRolepacketsforall“tobe”rolesOrganizationchangerecommendationspacketsJobImpactassessmentreportManagementImplementationToolkitImplementationofrolemappingand“tobe”recommendationsConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1PrincipalProducts在組織與工作方面，變革工作將包括……進行方式－組織與工作方面AprMayJuneJanFebMar12CompleteDepartmentImpactAssAnalysisPerformAudienceAnalysisPerformBusinessProcessAnalysisConductFocusGroupsExecutiveInterviewsConceptualDesignDetailedDesignTrainingDocumentationPlanningDesignMediaTemplatesIdentifyTrainingAvailableInternallyIdentifyExternalProvidersforTrainingDevelopmentTailorCoursesto7-11’strainingrequirementsDevelopcustomcoursesforcoursesnotfoundinternallyorexternallyImplementationDeliverTrainingTrainerAdministrationStudentAdministrationClassroomAdministrationUserSupportEstablishHelpDeskCreateExpertUserprogramDevelopJobAidsProvideOn-LineHelpTrainingCurriculumDefinitionMediaDefinitionRunCostModelContractwithVendorsDesignCustomCoursesIdentifyTrainingNeedsnotavailableexternallyorinternallyMeasurePerformanceTrainingRequirementsMatrixCurriculumPlanMediaStrategyCostModelMediaStandardsTrainingDocumentationTrainingCoursesRolloutProgramPerformanceMeasurementToolsPrincipalProducts在培訓(xùn)方面，變革工作將包括……進行方培訓(xùn)式－領(lǐng)導(dǎo)方面AprMayJuneFebMar13AnalysisPerformAudienceAnaly7-11News7-11GrapevineQ&A7-11WeekBroadcastTechnologyConnectionOn-going:BestQ&A.On-goingQ&AOfficer/ManagerReportProjectrolloutandtrainingstrategy.1996Budgetimplementationstrategy.Trainingplanningandrolemapping.Rolloutstrategyupdate,andhowtoworkduringITrollout.Systemtestupdate.Rolloutandtrainingpreparationsupdate.BudgetPlanningandCostCenterStructure..ProjectTracking.TA/SLSeminar.BudgetCoordinatorTraining.Small$procurement.Rollmapping.Update:firsthalf.Roll-outupdate.Trainingschedule,logistics.TA/SLroles.Keydates.Inputting‘96budgetinIT.Alookatend-usertraining(trainingcalendarofevents).Roll-outupdate.Calendarofevents.Systemtestingupdate.Roll-outupdate.WorkingduringITroll-out.ProjectOverviewandDemoImplementationTrainingRollout7-11Article-BudgetImplementation7-11Supplement-ITImplementation7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategyConceptualTrainingBusinessSimulationFunctionalProcess在溝通方面，變革工作將包括……進行方式－溝通方面AprMayJuneJanFebMar範例說明147-11News7-11GrapevineQ&A7-1SteeringCommitteeTAs/SLsOfficers/ManagersPowerUsers-BudgetPowerUsers-CAPowerUsers-LogisticsPowerUsers-HR/PRLeadofficerstosupportrolemappingandBudgetimplementation.LeadareaBudgetimplementation.SellneedforconceptandprocesstrainingtoBusinessUnits.Testimonials.Leadofficersontheneedfor7-11andtraining.LeadofficersandmonitorrolloutinBusinessUnits.SCNbriefingon7-11overviewandrollout.Sponsortrainingbeta.AdvocateinCEOAandSCNfor7-11rollout.DirectTA/SLSeminartorolloutManager’sToolkit.Implementlocalrollmappingstrategies.Schedulefieldpresentations.FacilitateBUStd.Costcourse.Completerollmapping.LeadlocalBudgetimplementation.Facilitatereviewofrolemapping/trainingplans.TrackBudgetimplementation.ScheduleManagerconferences.Completetrainingplans.Help7-11monitorrolloutinBusinessUnit.DevelopTA/SLtrainingrolloutmeeting.ScheduleSCNonrollout.ScheduledeliveryofSCNon7-11rollout.AttendBudgetPowerUserkick-off,train-the-trainercourse.Scheduletraining.ProvideBUBudgettraining.CoordinateimplementationplanningwithSL.Resolveimplementationproblems.Providemake-uptrainingsessions.AssistTA/SLimplementationplanning.ParticipateinlessonslearnedsessionforManagerconference.AssistgeneralrolloutinBusinessUnit.Planandrolloutsecondarytraining.Providetestimonialsfor7-11rolloutonSCN.AttendTA/SLrehearsalforprojectoverview.AttendBUStandardCostingcourse.Participateinkick-offmeeting.HelpconstructBasicConceptspresentation.AttendBUcourseonBasicConceptsin7-11.Participateinconceptandprocesstraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Providetrainingandimplementationhelp.AttendCATrain-the-Trainercourse.Helpdesignsecondarytrainingandplans.ParticipateinPowerUserorientation.ParticipateinLogisticstraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Provideon-goingLogisticstraining.ParticipateinTrain-the-Trainersessions.Provideimplementationsupport.ParticipateinPowerUserorientation.ParticipateinHR/Payrolltraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Provideon-goingHR/Payrolltraining.ParticipateinTrain-the-Trainersessions.Provideimplementationsupport.Helpimplementlocalrolemappingstrategies.AttendBUStd.Costingcourse.Monitorrolemappingprogressandreviewresults.MonitorBudgettraining/implementation.Reviewofrolemapping/trainingplans.AttendBUcourseonBasicConceptsin7-11.MonitorBudgetimplementation.ParticipateinManagerconference.Reviewtrainingplans.Help7-11monitorrolloutinBusinessUnit.MonitorTA/SLtrainingrolloutplans.LocallyintroduceSCNonrollout.LocallyintroduceSCNon7-11rollout.SponsorCEOABriefing.Leadotherofficers/managerstoschedulepresentations.LeadfieldpresentationsandsponsorBUStandardCostcourse.在溝通方面，變革工作將包括……進行方式－溝通方面（續(xù)）7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategyConceptualTrainingBusinessSimulationFunctionalProcess範例說明AprMayJuneJanFebMar15SteeringCommitteeLeadofficerJan.Feb.MarchAprilMayJune領(lǐng)導(dǎo)與共識組織調(diào)整溝通、訓(xùn)練設(shè)計人資共享組織1/8確認需求01/25成立共享組織2/28共享組織人力調(diào)動3/1-6/30製作訓(xùn)練文件4/1-5/22執(zhí)行使用者訓(xùn)練5/23-6/12系統(tǒng)上線6/28擬定溝通計畫溝通重點溝通對象溝通管道負責人員共享人資單位設(shè)計、中菲電腦協(xié)助製作accenture提供實務(wù)經(jīng)驗：IT操作訓(xùn)練組織管理訓(xùn)練流程管理訓(xùn)練ActivityModelingtrainingcourse執(zhí)行人力調(diào)動協(xié)助業(yè)務(wù)銜接協(xié)助人力調(diào)配其他溝通活動：會議、月刊、網(wǎng)路總部月會總部月會總部月會總部月會總部月會總部月會集團人資會議訓(xùn)練需求規(guī)劃03/31確認訓(xùn)練對象確認訓(xùn)練課程學(xué)員資料瞭解確認訓(xùn)練師資BU溝通窗口角色2/28確認窗口負責單位人員設(shè)計窗口職責功能設(shè)計窗口配合運作項目擬定窗口績效指標確認BU溝通窗口1/30BU窗口名單知會BUHead執(zhí)行BU窗口執(zhí)掌角色變更說明4/12BU業(yè)務(wù)變動訪談3/8業(yè)務(wù)變動說明文件製作3/15組織結(jié)構(gòu)組織任務(wù)分工職位說明BU分攤業(yè)務(wù)組織編制組織設(shè)計建議對BU影響說明集團人力調(diào)動建議未來發(fā)展變化提案人資共享組織1/31集團人資會議集團人資會議集團人資會議集團人資會議集團人資會議文件流程完成集團考勤與薪資管理通報集團工作、職位文件整理（七家公司）製作業(yè)務(wù)流程字典3/1-3/31C集團工作、職位文件整理（其餘公司）制度整合完成1/25完成未來業(yè)務(wù)細部流程設(shè)計建立標準業(yè)務(wù)流程文件格式學(xué)習(xí)activitymodeling方法設(shè)定流程績效指標與量度工作說明書、任務(wù)字典變革管理活動細部計畫16Jan.Feb.MarchAprilMayJune領(lǐng)導(dǎo)與共識變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄17變革管理的目標目錄17統(tǒng)一超商流通次集團人資共享組織及管理系統(tǒng)導(dǎo)入專案變革管理執(zhí)行建議January8th,2002統(tǒng)一超商流通次集團人資共享組織變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄19變革管理的目標目錄1人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資源共享的目標，同時引導(dǎo)人資流程設(shè)計和系統(tǒng)功能導(dǎo)入的工作方向。人力資源共享組織願景：提昇人力資源團隊之專業(yè)能力，矢志成為集團營運經(jīng)營之策略伙伴。於集團中扮演變革種子的角色，促進與協(xié)助集團變革。培養(yǎng)集團人力資源，提昇集團核心競爭力，以符合事業(yè)發(fā)展需求。激發(fā)員工工作士氣與潛能，從而提昇工作滿意度與績效。藉由人力資源制度與流程的標準化，及導(dǎo)入資訊科技，並不斷改善服務(wù)品質(zhì)和模式，達到成本降低與管理效益的提升。共享組織提供卓越服務(wù)，以協(xié)助各關(guān)係企業(yè)創(chuàng)造績效。共享組織並致力整合具綜效的功能追求服務(wù)品質(zhì)和營運模式不斷的改善，以降低次集團整體營運成本和創(chuàng)造利潤的目標。

共享組織願景：TobereplacedwithFINvision人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資QUANTUMLEAPImmediately,wemustgetoffthelaunchpadby:Communicatingthevisionandobjectivesfor7-11Buildingownershipandsponsorshipthroughouttheorganization.IdentifyingimpactedgroupsandindividualsBuildingleadershipwithinthebusinessunitsInthenextsevenmonths,managethechangejourneyby:DefiningtheroleandresponsibilitychangesRecommendingworkflowandworkgrouporganizationchanges.KeepingimpactedindividualsinformedandsmartBroadeninganddeepeningownershipofthechangesProvidingtrainingandeducationthatenablespeopletoachievetheresultstheydesire.BuildinganinfrastructurethatrewardspeakperformancefromeveryoneEstablishinterimorbitsandprovide:ThebasisforcontinuousmomentumtowardthebusinessgoalsThetoolsforpeopletocontinuetolearnandsetnewgoalsforthemselves明確的目標與行動方案是確保變革成功的重要因素之一。願景對變革管理的要求21QUANTUMLEAPImmediately,wemus變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄22變革管理的目標目錄4ChangeManagementProgramTrainingandEducationStrategyOrganizations&RolesStrategyCommunicationStrategyLeadership&OwnershipStrategyIT,BusinessProcesses,Policy,Roles,andCompetencyTrainingmaterialsRecommendationsfornewroles,performancemeasures,responsibilitiesandworkgroupstructuresGroundsettingInformation,Announcements,andUpdatesviaavarietyofvehiclesAnetworkofleadersandsponsorstoassisteveryoneinmakingthetransitionAccurateupdatesofwhereandhowthechangesareimpactingtheorganization變革管理的策略就本專案而言，我們認為變革工作應(yīng)由領(lǐng)導(dǎo)、組織與工作、培訓(xùn)以及溝通四個部份切入。而每個部份都應(yīng)擬定明確的執(zhí)行策略與計劃，以做為變革時期的重要的指導(dǎo)原則。23ChangeManagementProgramTrainWeshouldDeliver...Buildingleadershipandownershipfor7-11atalllevelsintheorganizationthroughanetworkofcascadingsponsorscommittedtothesuccessof7-11.CascadingSponsorshipAssessingtheimpactof7-11andhelpingsponsorsmanageresistancetochange.Thisprogramwillbeoverseenthroughquarterlyassessmentsandrecommendationsofopportunityandrisk.ImpactAssessment/RecommendationsPlanforimplementingleadershipandownershipActivitiesforimplementingcascadingsponsorshipNetworkandinfrastructurewithinwhichthecascadingsponsorsoperateandcommunicateOrientationandperiodiceducationandstatussessionswithsponsorsPeriodicassessmentofopportunitiesandrisksintheorganization.變革管理的機會－領(lǐng)導(dǎo)方面在領(lǐng)導(dǎo)方面，變革管理的目的在於取得整個組織的領(lǐng)導(dǎo)階層的全力倡導(dǎo)與支持。DefinitionDefinitionDeliverables24WeshouldBuildingleadershipaWeshouldDeliver...Organization/JobRedesignplanRecommendationsandtoolsforimplementingchangeswithinanorganizationtooptimizethebenefitsofSharedServiceRolesandresponsibilitiesforpeopleinaSSorganizationtoplaywhicharenecessarytosuccessfullyimplementprocessesandITsystem.MeasuresofperformancebasedontherolesandresponsibilitiesAssessmentoftheimpactthatorganizational/rolechangeswillhaveonthejobsofthepeoplewithinanorganizationPacketofinformationforeachrolewhichbringstogetheradefinitionoftherole,itsresponsibilities,performancemeasures,skills,etc.ToolswhichwillhelpmanagersidentifywhichroleswillbeassociatedwiththejobsofthepeopleintheirorganizationPacketofinformationwhichconsolidatesallOrganization/JobRedesignprogramdeliverables.TheOrganization/JobRedesignprogramwillidentifytheorganizationalandjobimplicationsoftheShareServiceFinanceOrganization,processesandITsystem.Atonelevel,thisincludesanalyzingtheoverallstructureandworkflowsassociatedwitheachdepartmentandmakingrecommendationsforchangestoachievethebenefitsofSharedServiceOrganization.Atamoredetailedlevel,thisinvolvesidentifyingthefunctionspeoplewillhavetoperformaroundprocessesandITandmakingrecommendationsforhowthismaybeimplementedpersonbypersonaspeopleareassociatedwiththerolestheywillplay.變革管理的機會－組織與工作方面DefinitionDeliverables在組織與工作方面，變革管理的主要目的在於使員工了解共享組織、流程及系統(tǒng)導(dǎo)入後對他們工作的影響及可能有的改變。25WeshouldOrganization/JobRedWeshouldDeliver...TrainingandEducationStrategicPlanTrainingRequirementsMatrixCurriculumPlanCostmodelandTradeoffAssessmentMediaStrategyTrainingDocumentationTrainingprogramRolloutLogisticsprogramMeasuresofSuccessprogramTheTrainingandEducationstrategyaddressestherangeofneedsbroughtonbytheBusinessSystemsReplacementProjectintheareaoftraining,educatingandreskillingtheworkforcetoeffectivelyoperatewiththenewbusinesssystemsandtheredesignedbusinessprocesses.Thisstrategyensuresthat7-11employeesareenabledwiththeknowledge,skillsandproceduresforallareasimpactedbythechange.變革管理的機會－培訓(xùn)方面DefinitionDeliverables在培訓(xùn)方面，變革管理的主要目的在於使員工取得工作改變後所需的知識與技能，以便順利轉(zhuǎn)型。26WeshouldTrainingandEducatioWeshouldDeliver...CommunicationStrategicPlanCommunicationToolkitGenericGroundsettingCommunicationPackageOfficer/ManagerPackageCommunicationProgramEvaluationTool7-11Grapevine7-11Newsletter7-11UpdateVideoSegment7-11WeekarticlesTheCommunicationstrategyaddressestherangeofcommunicationneedsbroughtonbytheBusinessSystemsReplacementProject.Thisstrategyensuresthat7-11employeesareinformedoftheoverallmissionandobjectives,thecriticaldatesandeventsonthetimeline,andthoseeventsandchangesthatwilldirectlyaffectthemandtheirjobs.變革管理的機會－溝通方面DefinitionDeliverables在溝通方面，變革管理的主要目的在於即時提供並管理各種與專案推動有關(guān)的訊息。使員工在一個開放的環(huán)境下隨時得到正確且一致的訊息。27WeshouldCommunicationStrate變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄28變革管理的目標目錄10ConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1FinalizeCascadingSponsorshipDefineLeadershipRolesandResponsibilitiesDefineLeadershipExpectationsandPerformanceMeasuresConductSponsorandTransitionAgentOrientationSessionsCompleteFirstCycleofImpactAssessmentProduceImpactAssessmentReportCreateOrientationEducationPacketsforTransitionLeaders/SiteLeadersTransitionLeader/SiteLeaderOrientationSessionsDesignQuarterlyEducation/UpdateSessionsApplyInfrastructuretoCascadingModelsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsDesign/BeginMonthlyStatusMeetingswithSponsorsLeadership/OwnershipStrategicPlanDefinitionofallleadershiprolesandresponsibilitiesTransitionAgentOrientationImpactAssessmentReportTransitionLeader/SiteLeaderOrientationSessionsMonthlyTransitionAgentstatusmeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsAprMayJuneJanFebPrincipalProducts進行方式－領(lǐng)導(dǎo)方面在領(lǐng)導(dǎo)方面，變革工作將包括……Mar29ConceptualDesignDetailedDesiCompleteDepartmentImpactAssessmentAssessWho/Whereprocessesarebeingperformed“ToBe”O(jiān)rganizationalPictureIdentify“ToBe”RolesOutlinethekeychangesforeachroleDefine/drafttemplateforrolepacketsDesignResponsibilitiesAssociatedwithRolesDefinePerformanceMeasuresDesignRolePacketsDesignOrganizationChangeRecommendationsDesignRoleMappingToolsFinalizethe“ToBe”rolesDevelopManagementImplementationToolkitFinalizeOrganizationChangeRecommendationsPacketsFinalizetheRolePacketsCompleteJobImpactAssessmentAssistinimplementationofOrganizationChangeRecommendationsDistributeManagementImplementationToolkitOrientandtraincascadingsponsorshipOrganization/JobstrategicplanAssessmentofareasofhigh,medium,andlowimpact“Tobe”organizationalpicture“Tobe”rolesandresponsibilities“Tobe”performancemeasuresRolepacketsforall“tobe”rolesOrganizationchangerecommendationspacketsJobImpactassessmentreportManagementImplementationToolkitImplementationofrolemappingand“tobe”recommendationsConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1PrincipalProducts在組織與工作方面，變革工作將包括……進行方式－組織與工作方面AprMayJuneJanFebMar30CompleteDepartmentImpactAssAnalysisPerformAudienceAnalysisPerformBusinessProcessAnalysisConductFocusGroupsExecutiveInterviewsConceptualDesignDetailedDesignTrainingDocumentationPlanningDesignMediaTemplatesIdentifyTrainingAvailableInternallyIdentifyExternalProvidersforTrainingDevelopmentTailorCoursesto7-11’strainingrequirementsDevelopcustomcoursesforcoursesnotfoundinternallyorexternallyImplementationDeliverTrainingTrainerAdministrationStudentAdministrationClassroomAdministrationUserSupportEstablishHelpDeskCreateExpertUserprogramDevelopJobAidsProvideOn-LineHelpTrainingCurriculumDefinitionMediaDefinitionRunCostModelContractwithVendorsDesignCustomCoursesIdentifyTrainingNeedsnotavailableexternallyorinternallyMeasurePerformanceTrainingRequirementsMatrixCurriculumPlanMediaStrategyCostModelMediaStandardsTrainingDocumentationTrainingCoursesRolloutProgramPerformanceMeasurementToolsPrincipalProducts在培訓(xùn)方面，變革工作將包括……進行方培訓(xùn)式－領(lǐng)導(dǎo)方面AprMayJuneFebMar31AnalysisPerformAudienceAnaly7-11News7-11GrapevineQ&A7-11WeekBroadcastTechnologyConnectionOn-going:BestQ&A.On-goingQ&AOfficer/ManagerReportProjectrolloutandtrainingstrategy.1996Budgetimplementationstrategy.Trainingplanningandrolemapping.Rolloutstrategyupdate,andhowtoworkduringITrollout.Systemtestupdate.Rolloutandtrainingpreparationsupdate.BudgetPlanningandCostCenterStructure..ProjectTracking.TA/SLSeminar.BudgetCoordinatorTraining.Small$procurement.Rollmapping.Update:firsthalf.Roll-outupdate.Trainingschedule,logistics.TA/SLroles.Keydates.Inputting‘96budgetinIT.Alookatend-usertraining(trainingcalendarofevents).Roll-outupdate.Calendarofevents.Systemtestingupdate.Roll-outupdate.WorkingduringITroll-out.ProjectOverviewandDemoImplementationTrainingRollout7-11Article-BudgetImplementation7-11Supplement-ITImplementation7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategy