This year's main theme:

PMO as a Change Agent


David Winkelman

Achieving Transformation in the Workplace Today

Pressured by massive accelerating changes in digital technology, global competition, regulation, shifting workforces, etc. every industry and type business face the need for transformation. Most people, however, seem to have as much difficulty adapting to change as they do embracing it. This presentation looks at the human side of the transformation and the conditions that must be created to successfully identify, design and orchestrate desired and necessary change.
1) Transformation must be demonstrated behaviorally. Words don’t equal experience. Real behavior change is recognized by its results.
2) Moving through moments of difficulty is critical -- a fulcrum for success.
3) Optimally, transformation of any kind is structural, behavioral or attitudinal (internal).
4) Transformation requires a set of intangible or “soft” conditions, including clarity honesty, openness, connection, alignment and support from others. These “soft” conditions empower people to make desired change. Without this empowerment, people remain resistant. The status quo is often a secure fortress of limitation.
5) Only with the full and active support of all managers and supervisors creating these conditions do most transformation efforts and initiatives work.
Over the course of the hour we’ll present an array of examples and generalized principles as a platform for building a working transformation process. The process begins with vision and readiness factors, and the drivers of change unique to each organization or project. We’ll look at dealing with obstacles, creating allies, building momentum and making the process transparent, as we make the ideas about and probabilities for transformation more real and tangible.
Key areas
• Getting an objective perspective of the transformation landscape
• Five universal keys to desired change in the transformation process
• Assessing readiness for change in the workplace at the individual, team & enterprise level
• Critical importance of agreed upon minimal structure
• The need for follow-though every step of the way
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