Our 7 Element OEMS is built around controlling the 4 main sources of risk in your operations – risks that may keep you from achieving leading results across the value drivers.
Element 6 Management of Change requires a few pre-existing conditions in order to function properly.
Second, you need a clear understanding of roles, responsibilities and accountability in order to design an appropriate structure of identification and approval for changes. Third, a vital part of Management of Change is communicating the impact, risk, timeline, etc regarding a change.
Enter your email address to subscribe to this blog and receive notifications of new posts by email. Embrace the Change that Comes with a TOS DeploymentA terminal operating system (TOS) implementation or upgrade is a major change that offers significant benefits to customer service and to the bottom line. Taking proactive steps related to the change can help to ensure a more rapid adoption of the system and a more rapid realization of the benefits from the TOS.
Navis Professional Services can help to guide you through the change management process of implementing a new TOS to minimize the risk of business disruption. Stakeholder Readiness Analysis: Navis can conduct an analysis of the beliefs, needs and concerns of stakeholders related to the planned change that will help to define the change plan that needs to be put into place.
Vision Definition: Navis can help terminals create a clear vision that drives a stakeholder coalition in support of the change, including goals, timing, benefits, scope and impact.
Communication Planning and Execution: Navis’ communication guide can serve as a template for building a plan that clearly outlines timing, content, messages and recipients for communication related to the TOS implementation. Custom Programs: Navis can also define a custom change management program that aligns to the key issues at your terminal.
Change management is a strategy put in place to protect both parties if any changes are made to the requirements of the contract and project. In construction, there are many variables to consider, and it is very possible that changes will be made to the likes of drawings, materials and site conditions, to name a few. The main aim of any of these documents is to mitigate a reasonable amount of risk from the contractor in terms of time and cost – therefore it is even more important to have a good professional relationship with both the client and supplier. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Learn how to implement a well thought-out management of change process into your operations to lessen impacts on safety, environment and reliability.
Clipping is a handy way to collect and organize the most important slides from a presentation. In 1996, John Kotter rocked the business world with his international bestseller, Leading Change. In fact, without the right culture, the 8 steps can cause more damage than if you had never followed it.

Any military commander can tell you there’s a well-crafted battle plan, and then there’s what actually happens on the battlefield.
Basic behavioral psychology shows us that unless a change is universally positive, it will produce an emotional response. And where does an 8-point strategic plan include the space to process the emotions of grief? Kotter’s plan makes us feel comfortable because we think that we simply have to follow 8 steps in sequential order and then we’ll have our new initiative in place.
One of the most insidious beliefs in corporate management is that we can make people do things. People can drag their feet in all kinds of ways, from being unproductive to outright sabotage.
And if you don’t have strong people you believe in, then you have a much bigger problem than any new initiative. The 2012 Management of Change conference will focus on key challenges facing government today, including cloud computing, social media, mobile devices, security and shared services. Because the federal government depends so heavily on IT to deliver services to the general public and provide productivity tools for employees, it is essential that private-sector vendors understand the needs of agencies. Follow FedTech on Twitter and the hashtag #MOC2012 for live updates from the Management of Change conference. Most of the other elements thus far have focused on the first 3 risks, People, Process & Equipment. Change management deals with implementation and communication of an imminent change to the organization. In an effort to prevent risky changes from falling through the cracks, some organizations require a formal change process for any and all changes, figuring that if they cover all changes then they are sure not to miss the risky ones. You will thus need an established network of communication and reporting (Element 5: Knowledge Sharing). Does it feel more like a fire-drill than an expected event for which the organization is well prepared?
As with any change, however, a variety of human factors can interfere with the successful deployment of the new systems. This includes understanding how the TOS change will impact key stakeholders and putting mitigation and communications plans in place to quickly resolve any anticipated, or even unexpected, challenges that arise during implementation. Utilizing traditional change management tools, our team can help assess the situation, build a shared vision and develop communication and training approaches that support all users of the system through the TOS transition.
For this reason, we would like to clear up some jargon before delving into further details.
Putting into place such a process will not only save you money on maintenance costs but help you to recognize and prioritize the changes which carry the most added value for your business.

So what happens if soldiers are handed the plan without the skills or resources to deal with the inevitable situation when the train goes off the rails?  They’re dead in the water. It will provoke denial, anger, resistance, and avoidance before it finally turns to acceptance. It makes no sense, unless one is so focused on the future that they want to forget the past.  That may seem like a good intention, but letting pain remain unprocessed is the equivalent of telling someone in a hospital bed to just get up. Your people will have lost faith in you, and the board will want to replace you with someone who can “drive it through.” But there was nothing wrong with your leadership. But if you have strong people who care about your company, what might happen if you set them free?
The annual event is held by ACT-IAC (the American Council for Technology and Industry Advisory Council) to promote communication and collaboration among government IT managers, users, private industry and the academic community.
Keynote speakers this year are Dennis Wisnosky, chief architect and chief technical officer with the Defense Department's Business Mission Area, and Nick Bilton, author and lead technology writer for The New York Times. The fourth risk, Change, is anything that introduces changes to the environment, requirements, objectives or purpose of your People, Processes and Equipment.
Management of Change is far wider in focus and deals with assessing, approving and implementing changes made to your operations.
It is important to be aware of the wide variety of terminal constituents that are potentially impacted, including terminal management, employees, shippers, customers and truckers. That’s what happens and that’s why most transformational efforts either fail or simply have luke warm results. You need to have a clear understanding of how you will identify risks first (Element 3: Risk Management) and use that to guide what to classify as a change and how to prioritize them. In addition, the press and public might have misconceptions about the change, causing unnecessary disruptions which slow or derail the project.
A change management strategy is made up of tools which fall into two divisions; upline and downline. The 8 steps are an attempt to process people like they are part of a linear supply chain management procedure. This way the risky changes are handled appropriately and are not drowned out by unimportant risks.

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