2 - Management Day Two Presentation

Working1/30/2007 6:54:40 AM Central Standard Time Draft Last Modified
Printed 1/16/2007 11:23:06 AM Central Standard Time
CONFIDENTIAL
Customer Excellence:
Ensuring the right number of people are focused on the highest value activities to improve customer and CCE performance
Document Date
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
AGENDA: DAY 2
Unit of measure
Recap from yesterday Change Agent Workshop Break Management Preparation Logistics Lunch Management Preparation: Content Closing Breakouts Merchandising Productivity Exercise Function-specific breakouts
20 min 180 min 10 min 30 min 30 min 30 min 10 min 60 min 90 min
Working Draft - Last Modified 1/30/2007 6:54:40 AM Printed 1/16/2007 11:23:06 AM
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Internal Document Not to be shared with customer
RECAP FROM YESTERDAY

Unit of measure
Working Draft - Last Modified 1/30/2007 6:54:40 AM
What did you learn yesterday that will change

how you do things after <March 31>?
How do you plan to support the success of

Customer Excellence?
How will today help you take Customer

Excellence back to your teams? What are your learning goals and objectives for todays sessions?
Printed 1/16/2007 11:23:06 AM
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RECAP OF FREQUENTLY ASKED CUSTOMER QUESTIONS

Unit of measure What is the difference between replenishment and maintenance visits?
Does this mean all of my stores will receive weekend order writing?
What determines how much merchandising service we will receive in a given week?
How are you going to ensure your product will fit in existing back-room space? How are you improving your order writing process? You will receive FAQ handouts today for your reference
Printed 1/16/2007 11:23:06 AM
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RECAP OF FREQUENTLY ASKED CUSTOMER QUESTIONS

Unit of measure
How does receiving less frequent deliveries benefit me?
How are you improving the quality of your merchandising?
How can fewer deliveries help keep me in stock?
If I have an issue whom do I contact?
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RECAP OF FAQ ANSWERS

Unit of measure
In what ways are you improving your order writing process?
Weekend order writing we are dedicated to writing orders when it is most valuable for you and to minimizing time between order generation and order delivery More robust processes, technology, and training with improved reporting capabilities and coordinated outlet volume improvement plans, we will ensure order writing accuracy and optimized inventory mix
Does this mean every one of my stores will receive weekend order writing?
We will conduct weekend order writing at stores that have the weekend demand to justify it
Help me understand the difference between a replenishment visit and maintenance visit?
We will determine merchandising hours for your stores based on how shopped your shelves will be each day. To align our hours to your shopper demand, we will make one of two types of visits: Replenishment visits, complete store restocking, are based on volume and ad activity. We ensure no out-of-stock emergencies, fill/face cold points and IC at beginning/end of visit, fill/face all warm points and maintain backroom Maintenance visits are based on ad activity and high-value immediate consumption volume. They occur between replenishment visits to ensure no out-of-stock emergencies and fill/ face cold points
Printed 1/16/2007 11:23:06 AM
What determines how much merchandising service I am going to receive in a particular week?
Hours will be based on weekly forecasted store level volume, promotional activity and in-store merchandising locations Key focus of merchandising will be to ensure most profitable Immediate Consumption packages are coldFootnote and in-stock *
Source: Source
RECAP OF FAQ ANSWERS

Unit of measure
How are you going to ensure your product will fit in existing backroom space?
With our improved order-writing capabilities, we will make sure that your Day Sales of Inventory is optimized and consistent across SKUs. You will require fewer deliveries to meet your stores demand Our longer replenishment visits and improved training will enable us to more effectively manage backroom space
What improvements are you making to the quality of merchandising service I will receive?
Our improved technology and training will help us ensure we are in your stores, on the right days, keeping you in-stock
How does receiving less frequent deliveries benefit me?
New targets allow system to eliminate unproductive deliveries, and allow more flexibility to increase productive deliveries as needed based on weekly volume and promotional activity
Printed 1/16/2007 11:23:06 AM
How can fewer deliveries help keep me in stock?
Reducing unproductive visits for delivery/merchandising functions will enable us to spend more time focused on replenishing shelves and keeping you in-stock
If I have an issue whom do I contact?
You can call me for selling and delivery issues and your merchandising manager for merchandising issues. In the future we will be moving to a having one centralized resource for all your service issues
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Change Management Workshop Helping People To Deliver Results Through Change
How to Make Most of The Workshop
Be open: Embrace change How to make the most of the workshop with enthusiasm and patience Participate 100% Work together: Today is all about interacting with your peers to help each other learn Have fun! Todays questions and activities are not a test; they are designed to help us learn!
The Goals of this Workshop

Understand the CCE Change Management Methodology, its importance and benefits Enabling change facilitators to implement the sequential steps of successful change management and the importance of your role in managing transition Establish the key levers for effectively managing change Provide you with the knowledge, skills, and tools needed to help you and your people deliver results through change and transition.
10
Drivers for Change
Successful adaptation to change is as crucial within an organization as it is in our everyday lives. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive.
It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin
11
Kick Off Activity: Mini Cases
Read through the Mini Scenario Sheet your table has been provided with Answer the questions on your Mini Scenario Sheet Be prepared to quickly introduce to your scenario Time: 10 minutes
12
Debrief Mini Cases
What is change in your own terms? What are the reasons for change? How would you describe its urgency? What threatens this change to be successful?
13
Activity: Why do Change Initiatives fail?
Why do Change Initiatives Fail? Time: 5 minutes
14
Why do Change Initiatives fail?*

Pitfall #1 Not establishing a great Underestimate how hard it is to drive enough sense of urgency people out of their comfort zone >50% of observed companies Not creating a powerful enough guiding coalition Lacking a vision Producing change is underestimated
Pitfall #2
Pitfall #3
Focus is on plans, directives, manuals and programs Communication is not credible, and not enough The hearts & minds of the troops are not captured
Pitfall #4
Under-communicating the vision by a factor of ten
15
*Source: Leading Change: Why Transformation Efforts Fail. By John P. Kotter. Harvard Business Review. Jan 2007.
Why do Change Initiatives fail?*

Pitfall #5 Not removing obstacles to Organizational structures, narrow job the new vision descriptions, personal attitude keep change from happening Not systematically planning Not meeting and celebrating short-term for, and creating, short-term goals endangers momentum along the wins change journey Declaring victory too soon Temptation to declare victory with the first signs of performance improvement BUT: Until changes sink in deeply into the companys culture, new approaches are fragile Not anchoring changes in the corporations culture No conscious attempt to show people how new behaviours, approaches and attitudes have helped improve performance
Pitfall #6
Pitfall #7
Pitfall #8
16
*Source: Leading Change: Why Transformation Efforts Fail. By John P. Kotter. Harvard Business Review. Jan 2007.
The Prosci Model
Where do you think CCE is on the Prosci Model?

17
Why a Change Management Methodology?
Chinese proverb
Ifyoudontknowwhere youaregoing,youwill definitelyendup somewhereelse.
18
Why a Change Management Methodology?

Our journey during this session is to
Understand the Power of A Well Designed Change Approach and Change Management Methodology
The Destination
Today
Change Plan
19
The EngageMap
20
Activity 1A: The Change Management Process
Team Guide, p. 3:
Read through the Process Cards provided and arrange them in the correct sequence along the centre of the EngageMap. Write them into your Team Guide.
Learning Objective:
Explore the CCE 5-step change management process
Time: 10 minutes
21
Debrief Activity 1A
1. Document current and future state and identify the gap between the two; build a Case Study / project platform with factual internal and external data that supports the need to close the gap; summarize this information into a high-impact message
5. Align the people, processes, and technology to support the change; Reinforce new behaviors with the right measurements; and Integrate project into management routines
2. Ensure commitment of influential and impacted stakeholders by effectively communicating why there is a need to change, explaining how were going to change, and what is expected in the future
4. Execute the plan; report status, milestones, and issues; and revise the plan when necessary
3. Comprehensively consider all elements that must be planned to include resources, communication, prioritized actions, potential mid-course corrections, and measurement strategy and tactics
22
CCE Methodology CHANGE Model Kotters 8 steps
Lewins 3 steps
Ulrichs 7 steps
Evans and Schaffers 10 tasks

1.Appreciate the situation 2.Develop strategic alignment 3.Evoke Change leadership 4.Expand understanding and commitment 5.Analise processes
1.Challenge the current state 1.Build The Burning Platform
1.Establish a sense of urgency Unfreeze
1.Lead change 2.Create a shared need 3.Shape a vision
2.Harmonise and 2.Create the guiding align leadership coalition 3.Develop a vision and a strategy
2.Ensure Awareness and Understanding
3.Activate commitment
4.Communicate the change vision Movement
4.Mobilise a commitment
3.Plan For the Change
4.Nurture and formalise design
5.Empower broad based action
6.Design process work and boundaries 5.Change systems and structures 7.Plan implementation 8.Establish metrics
4.Implement the Change
5.Guide implementation 6.Evaluate and institutionalise change
6.Gerate short term wins 7.Consolidate gains and produce more change Refreeze
6.Monitor progress 9.Manage transitions
5.Ensure Commitment and 23 Sustainability
7.Make change last
10.Contiuous learning and
The Operating Framework

All change initiatives must be anchored in the Operating Framework to ensure alignment with CCE strategy.
24
The S-Curve
25
Activity 1B&C: Companies in Change
Team Guide, p. 5: Learning Objectives:

Understand a corporations life-cycle (s-curve) and the importance of change in the continuous effort to drive growth Understand CCEs current state in the life-cycle and create a sense of urgency around the need for change
Time: 15 minutes
26
Debrief Activity 1: Companies in Change
27
What are the reasons for the changes affecting our business?
Discuss with your team and explore the 5 areas that affect our business. Also, assess how important each one of them is
a) in general and b) on your specific project.
Distinguish between opportunities and threats or between aspects under or out-of-control of CCE.
Company (CCE) Consumer Customer Competition Country (Political/Economical/Social/Technology).
Time: 5 minutes
28
Activity 2: Perceptions of change
Team Guide, p. 6. A. Pick one specific character from the clip and observe it. Describe the characters perception of change. Take notes. Learning Objectives:
Explore different mindsets towards change and be able to identify these Understand your own mindset towards change Discuss ways to overcome individual barriers towards change
29
Activity 2: Perceptions of change
Team Guide, p. 6:
B. Some people see change as positive. Others view it as negative. In your team identify four additional characteristics for each view. C. In your team identify the main factors influencing peoples mindsets in times of change. D. What are your barriers to change and which ways can you identify to overcome them?
Time: 20 minutes
30
Debrief Activity 2: Perceptions of Change
How do you perceive change? Give examples.
What are the main factors influencing peoples mindsets in times of change.
31
Debrief Perceptions of change
Normal and expected

People grow and organizations grow naturally Change will occur, change happens all the time
New and exciting

Change means growth and new beginnings Change is an adventure and opportunity-rich
Difficult and worthwhile

It is not easy to change but no pain, no gain Things are better for change
Daunting but necessary

It will be hard work to change Change is still required if people want to change
32
What is Transition?
Its not the changes that do you in its the transitions William Bridges
33
The Transition Model and Behaviors towards change
34
* Source: Developed based on William Bridges: Managing Transitions: Making the Most of Change.
Why Transition?
Research has shown that 70% of all Change Projects fail to realize there project objectives because they fail to win the hearts and minds of the people Of those that were successful 90% state that their success can be attributed to how they managed the transition of people
35
What is Transition?
Change Definitions.. To make the form, nature, content, future course something different from what it is or from what it would be if left alone. Change happens when something moves from one situation, to another. Change has a project timeline
Change Event Something as was Something as new
36
What is Transition?
Transition Definition An internal, three-phase psychological re-orientation that people go through as they come to terms with a change
Something as was Change Event Something as new
Individual Internal Journey

37
Three Phases of Transition
Endings Loss Letting Go Closure Saying Goodbye
Neutral Zone In between Chaos Confusion Limbo
New Beginnings Renewal New competence Experimentation Behaving in a new way
38
The Marathon Effect

The higher the level of management or the closer an individual is to the change, the sooner their journey starts and ends.
39
The 4 Behavioral Types during the Transition Journey*
Denial
A defense mechanism whereby we avoid acknowledging the change.
Resistance
We have acknowledged the change, but we have not accepted it.
Exploration
We begin to find ways to accomplish the change.
Commitment
We are fully aligned with the change.
40
* Source: Developed based on Elisabeth Kbler-Ross: On Grief and Grieving: Finding the Meaning of Grief Through the Five Stages of Loss. 1969.
Activity 3: The Journey of Transition
Team Guide, p. 7:
A. Match the diagnose cards to the appropriate phase in the Transition Model. Use the blanks to enter more quotations you come up with yourself. B. Discuss the questions provided in the guide.
Learning Objectives:
Explore the transition model and how it helps understanding human reaction during change Identify key players in change and their individual agendas/priorities throughout the change process
Time: 20 minutes
41
Debrief Activity 3: The Journey of Transition (1/3)
Denial
Wish it was like in the good old days! (Nostalgia) It will never happen. (Ignoring the change) Why do we need to do this! (questioning the assumptions)
Resistance
They dont know what they are doing. (Lack of trust) My role has changed and I miss the flexibility in decision-making I had. (Grief)
Exploration
Now I understand. (Acceptance) I need more information on this. (Curiosity)

Commitment
I did it! (Satisfaction) I want to help others understand. (Desire to Share) This really is better. (Pride)
42
Denial
Resistance
Exploration
Commitment
43
What else have you got?

(These are some samples from the testing phase)
Denial
There isnt a problem! What a dumb idea! Weve tried it before and it didnt work.
Resistance
What if I cant do this?

But we are different! I dont have time for this. Been there, done that.
Why do we need to do this! (Lack of understanding)
Exploration
I want to know more about it. Lets try it!
Commitment
Lets do it together! I will do this the best way I can.
44
The 3 Ls help analyze perceptions of change
Looks and Listens appear throughout the journey of transition.

Look
Behaviors people exhibit What you can see and observe

Listen
Chat, rumors and gossip people tell each others Things you hear Losses are what people feel they have to let go
Things people can Lose following the change They can be perceived or real They are losses for the individual
45
Reactions to Change
Innovators make up 2.5% and are the first to embrace change. They are adventurous and proud of it. Early Adopters make up 13.5% and like to take on new challenges. They are trend setters who like to stay informed and are generally influential members of organisations. Early Majority 34% of all individuals , are thoughtful about change initially and become positive based on observation. They become deliberate acceptors of the change. Late Majority 34% of population who are sceptical about change. They may change due to peer pressure. Laggers includes the 16% of all individuals who hold onto the past and resist change. This becomes a problem if they reject the change completely. These are the CAVE dwellers Colleagues Against Virtually Everything!
46
Change Acceptance
100 90 80 70 60 50 40 30 20 10 0 2.5%
Innova tors
100% 84%
% of People
47
5 0%
1 6%
Ea rly Adopte rs Ea rly M a jority La te M a jority
La gge rs
Time
The Many Moods of Transformation
Source: June 2006 McKinsey Quarterly global survey of business executives, p. 8.
48
Activity 4: Managing Transition
Team Guide, p. 8:
Place each of the transition navigator cards in the Transition model to indicate where you think this best practice is most effective. Identify specific actions for how to support each border crossing from one stage of the Transition Model into the next
Learning Objectives:
Navigating people through transition Identify best practices and actions to support people to come from 1 to another stage in transition
Time: 20 minutes
49
Debrief Activity 4: Managing transition
Denial to Resistance
Communicate honestly and openly to build trust; dont make promises you cant keep. Share information so people know what is expected of them; be visible and respond to questions.
Resistance to Exploration
Listen actively, build support, and address concerns in the moment. Recognize and acknowledge that resistance is normal and may be coming from a fear of failure or a feeling of personal loss.
Exploration to Commitment
Plan for success; set short-term SMART goals. Encourage people to improve their skills and build (or rebuild) teams.
50
Debrief Activity 4: Managing transition
What are additional actions? Discuss in your team some more actions you can implement in order to lead people through transition. Take notes in your group.
Time: 10 minutes
51
Communication Golden Rules
Communication basics
Repeat the message Vary the medium Ensure two- way communication Consider timing Ensure consistency People trust behaviour over words
Understanding is more important than agreement Listening is twice as important as talking Tell them the truth - good news and bad People usually complain before they create
he certainty of misery is better than the misery of uncertainty. Dr. Alan Zimmerman
52
Introduction to the Change Management Toolkit
Purpose of the Change Management Toolkit:

Providing change facilitators with a practical toolkit to effectively managing change Establish structure and standards to the planning, communication and implementation approaches to change management
53
Activity 7: Call to Action
Team guide, p. 14: Learning objectives:

Transfer the learning of the CCE change methodology and the Change Management Toolkit to business reality Review an existing change project (small or large) with regards to applying the change concepts and toolkit in order to improve the effectiveness of managing the change
Time: 15 minutes
54
Your Two Take-Aways
55
Activity 8: Ensure commitment and sustainability
Team guide, p. 15:

Apply the Debrief tool from the Change Management Toolkit to the workshop experience
Learning objectives:
Explore the structure and benefits of the Debrief tool Capture the lessons learned from the workshop Provide feedback for improving the workshop
Time: 15 minutes
56
Wrap Up Discussion
Your Questions and Remarks
57
AGENDA: DAY 2
Unit of measure
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PREPARING FOR NEXT WEEK: LOGISTICS PLANNING SESSION

Unit of measure
Role you will play

Manage administrative preparation (Logistics handout for this activity) Invite training participants to attend Facilitate Merchandiser/Driver sessions Facilitate training for all new hires (AMs, ADM/BDMs, Merchandisers, Drivers)
Tools you will need

Facilitator Guide for sessions EngageMaps and supplemental materials Customer Excellence DVD ( CE Video, Presentation slides, Forms)
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Mem/LR TRAINING TIMELINE <Mar 4 Mar 19 >

Unit of measure
Train the trainer program Facilitated centrally at facility or off-site Facilitated at sales center
Monday
Tuesday
Wednesday
Thursday
Friday
Train the trainer program for SCMs, MUVP, etc. Location: Jackson Sales Center Time: 8:30am-4:30pm Facilitators: CE team
AM/ADM/BDM/KADM Training Location: Location A Time: 8am-3pm Facilitators: SOVP, MUVP, SCM
Management training (DSM, MS, DS, SM, DM, MM, etc.) Location: Regency Hotel Time: 8am-5pm
Management training (DSM, MS, DS, SM, DM, MM, etc.) Location: Location A Time: 8am-5pm
Merchandiser/Driver Training Location: Facilities Time: (choice) Merchandiser/Driver Training Facilitators: SCM, MM, MS Location: Facilities Time: (choice) Facilitators: SCM, MM, MS
AM/ADM/BDM/KADM Training Location: Location A Time: 8am-5pm Facilitators: SOVP, MUVP, SCM
Merchandiser/Driver Training Location: Facilities Time: (choice) Facilitators: SCM, DM, DS
Printed 1/16/2007 11:23:06 AM
ADM, BDM, KADM Training Location: Jackson Hilton Time: 8am-5pm Facilitators: BUVPOP, MUOPSM, SM
ADM, BDM, KADM Training Location: Location A Time: 8am-5pm Facilitators: BUVPOP, MUOPSM, SM
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SAMPLE INVITATION
Unit of measure
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Source
61
DETAILS FOR MERCH AND DRIVER TRAINING

Unit of measure
Each driver and merchandiser will go through two 1.5 hour sessions (3 hrs total) over the
course of 2 days, OR one 3 hour session on 1 day If you choose to break the materials into two days, each day will include 2 identical sessions, 1 in the morning and 1 in the afternoon You will need to ensure that each merchandiser attends training and record their participation: one 3 hr session or 2 sessions You will need to ensure that each driver attends training and record their participation: one 3 hr session or 2 sessions Critical Logistics for each session Materials to secure: Facilitator Guide Customer Excellence EngageMaps and supplemental materials Customer Excellence DVD video and Presentation slides Evaluation / feedback forms Skill-Building Participant Roster Reorder Instructions (materials)
Room setup: Setup large round tables or side-by-side rectangular tables to create tables of 8 (see following pages for examples) Arrange for adequate food / drink (e.g. coffee and donuts for morning sessions, snacks and soft drinks for afternoons) Ensure / acquire necessary equipment (laptop, projector, screen, speakers)
62
How To Retrieve the Training from the DVD!

Unit of measure DEMO
* Footnote Source:
Source
63
LARGE FACILITY LAYOUT

Unit of measure
X X X X
X X X X X X
X X X X X
X
X X X X
X Computer Projector
Screen
X X X X X X
64
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X X X X
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X X X X
Source
X X X X
X X X X X X
MEDIUM FACILITY LAYOUT

Unit of measure
X X X X
X X X X Computer Projector X X
X
X X X X
Screen
Printed 1/16/2007 11:23:06 AM
X X X X
X X X X X X
X X X
65
SMALL FACILITY LAYOUT

Unit of measure
X X X X Computer Projector X X X X
X
X X X
Screen
Printed 1/16/2007 11:23:06 AM
X X X X
66
AGENDA FOR MERCHANDISER AND DRIVER SESSIONS

Unit of measure
Introduction: video and case for change Activity 1: Operating income Activity 2: Improvement opportunities Activity 3: Executing with excellence (Break for 10 minutes or Break until Day Two) Activity 4: Playing to win Activity 5: Tools for the trade Activity 6: Our winning destination Activity 7: Role Play Wrap-up and call for action
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ACTIVITY: LOGISTICS GAME PLAN

Unit of measure
1. Plan how your Sales Center training days

will run and record on the Logistics worksheet Will you use the two-day format or one day? Who has what responsibilities (e.g., obtaining equipment)?
1. Plan how you will facilitate the

presentation and record on Logistics worksheet What parts of the presentation content will each co-facilitator own?
Printed 1/16/2007 11:23:06 AM
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AGENDA: DAY 2
Unit of measure
* Footnote Source:
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PREPARING FOR NEXT WEEK: CONTENT PLANNING SESSION

Unit of measure
What are the objectives for the session?

Create alignment throughout the organization regarding the need for a standardized process for serving our customers needs more effectively and efficiently Clarify new roles and responsibilities and the changes in behaviour required to realize the benefits for the company and our customers Create a sense of excitement and ownership around this new model
How will I achieve those objectives?

Make the session fun for participants! They will learn more Maintain the pace, make eye contact as you present, and encourage participants to speak up. They will stay more engaged Reinforce the purpose of the sessions: Participants do not have to complete a set of tasks. They are to understand and discuss CCE and their role in CCE
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ACTIVITY: TRAINING DAY TRIAL RUN

Unit of measure
1. As a group, prepare a Facilitator worksheet for each

section of Training Day. Group members should own the worksheet for their specific activities: record the plans the group discusses and hold on to the worksheet for use on Training Day
30 min
2. Review Facilitator Guide and make any modifications to

your personal facilitator outline
30 min
Printed 1/16/2007 11:23:06 AM
3. Review the overall flow of the training session as a team

of co-facilitators Review high-level points in each section and ensure key messages are clear Discuss best way to transition between co-facilitators
10 min
1. Anticipate questions you may receive and discuss/

10 min
71
practice your responses

DEBRIEF: TRAINING DAY TRIAL RUN

Unit of measure
What key message should participants walk

away with for each activity?
What sections will be new for participants?

Which build on prior skills?
What questions do you anticipate participants

to have? What questions will you ask them to foster discussion?
Printed 1/16/2007 11:23:06 AM
* Footnote Source:
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AGENDA: DAY 2
Unit of measure
* Footnote Source:
Source
73
MERCHANDISING PRODUCTIVITY EXERCISE OBJECTIVES

Unit of measure
Understand how many cases can be

merchandised in a controlled test environment and illustrate the cases per hour potential against 3 specific SKUs
Compare potential against your BU sales

center historic performance
Printed 1/16/2007 11:23:06 AM
Understanding that the activity was done in a

very controlled environment, discuss how we can make our performance in the field more like our performance today
* Footnote Source:
Source
74
EXERCISE DEBRIEF
Unit of measure
Were you surprised by cases merchandised per hour for

different packaging? How does your sales center perform against this standard?
In which inactive-time activities can we find the greatest

efficiencies?
What learnings should you emphasize when conducting

this activity with your teams?
Printed 1/16/2007 11:23:06 AM
How can you change the way your team operates to

better meet the goals for your Sales Center?
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GOAL OF MERCHANDISING PRODUCTIVITY EXERCISE

Unit of measure Commitment Courageous Leaders
Where we want to go!
Compliance
Discovery
Printed 1/16/2007 11:23:06 AM
Anger
Denial
76
AGENDA: DAY 2
Unit of measure
Recap from yesterday Change Agent Workshop Break Management Preparation Logistics Lunch Management Preparation: Content Merchandising Productivity Exercise Function-specific breakouts Closing
8:00 8:20 8:20 10:50 10:50 11:00 11:00 11:30 11:30 12:00 12:00 1:20 1:20 2:20 2:20 3:50 3:50 4:00
* Footnote Source:
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Working1/30/2007 6:54:40 AM Central Standard Time Draft Last Modified

Printed 1/16/2007 11:23:06 AM Central Standard Time

Working Draft - Last Modified 1/30/2007 6:54:40 AM Printed 1/16/2007 11:23:06 AM

RECAP FROM YESTERDAY

Working Draft - Last Modified 1/30/2007 6:54:40 AM

What did you learn yesterday that will change

How do you plan to support the success of

How will today help you take Customer

Printed 1/16/2007 11:23:06 AM

RECAP OF FREQUENTLY ASKED CUSTOMER QUESTIONS

Working Draft - Last Modified 1/30/2007 6:54:40 AM

Printed 1/16/2007 11:23:06 AM

RECAP OF FREQUENTLY ASKED CUSTOMER QUESTIONS

How does receiving less frequent deliveries benefit me?

How are you improving the quality of your merchandising?

Working Draft - Last Modified 1/30/2007 6:54:40 AM Printed 1/16/2007 11:23:06 AM

How can fewer deliveries help keep me in stock?

If I have an issue whom do I contact?

RECAP OF FAQ ANSWERS

In what ways are you improving your order writing process?

Working Draft - Last Modified 1/30/2007 6:54:40 AM

Printed 1/16/2007 11:23:06 AM

RECAP OF FAQ ANSWERS

Working Draft - Last Modified 1/30/2007 6:54:40 AM

How does receiving less frequent deliveries benefit me?

Printed 1/16/2007 11:23:06 AM

How can fewer deliveries help keep me in stock?

If I have an issue whom do I contact?

Change Management Workshop Helping People To Deliver Results Through Change

How to Make Most of The Workshop

The Goals of this Workshop

Drivers for Change

Kick Off Activity: Mini Cases

Debrief Mini Cases

Activity: Why do Change Initiatives fail?

Why do Change Initiatives Fail? Time: 5 minutes

Why do Change Initiatives fail?*

Under-communicating the vision by a factor of ten

Why do Change Initiatives fail?*

The Prosci Model

Where do you think CCE is on the Prosci Model?

Why a Change Management Methodology?

Ifyoudontknowwhere youaregoing,youwill definitelyendup somewhereelse.

Why a Change Management Methodology?

Activity 1A: The Change Management Process

CCE Methodology CHANGE Model Kotters 8 steps

Evans and Schaffers 10 tasks

1.Challenge the current state 1.Build The Burning Platform

1.Establish a sense of urgency Unfreeze

1.Lead change 2.Create a shared need 3.Shape a vision

2.Ensure Awareness and Understanding

4.Communicate the change vision Movement

3.Plan For the Change

4.Nurture and formalise design

5.Empower broad based action

4.Implement the Change

5.Guide implementation 6.Evaluate and institutionalise change

6.Monitor progress 9.Manage transitions

5.Ensure Commitment and 23 Sustainability

7.Make change last

10.Contiuous learning and

The Operating Framework