User Manual
Contents
1. 9 Seen as TespoNsible forthe cost Controls of recent vears came to position with lots of business z school credentials o ennernenees oon YES It is here inthe Personal Profiles that you will be able to find very relevant informatrion about The left hand side of the above screen shows an example of the personal profile which can be accessed by clicking on the i bubble to the left of the person s name or clicking on their name from the Org Chart screen You can also switch quickly between Personal Profiles by clicking on the arrows on either side of the person s image Access to this information is dependent on the initiatives you have taken Click the Control Panel button on the top left of the screen to return to the list of all managers 5 3 Status ChangeMasters Simulation 2 9 Ann Finkelbaum Bart Bell i Cynthia Jones f Donald Pierce i Ernest Stone Frank Scotti f George Glenn Hillary Ross Ivan Skull Jean Bonnain f Linda Dubois Mel Schmidt c Nick Meyer Omar Schal Pam Kahn Quentin Ryan f Rob Boss Silvia Linn Tina Fein Urs Dodd Victoria Strong Wilma Long E Xavier Ras Mission Print Score Qut ChangeMasters lt OCO The right hand side of the above screen shows a status on what you know about a person This can be accessed by placing the cursor on the left of the person s2. global processes and start using the corporate Performance Management System PMS which will increase consistency transparency comparability and ultimately performance corporate wide To complete your mission successfully you will be free to choose among many different tinitiatives actions change tactics In some cases you may gather information on the managers their backgrounds and roles or also some insights on who regularly drinks coffee with whom etc In other cases you may take direct action to try to persuade the managers and thus influence their willingness to switch from their current processes and systems to the global ones Each time you will decide to implement an initiative you will receive qualitative and quantitative feedback about the impact of your decisions You will also see the time passing as every time you will decide to undertake something this will obviously require time to be completed And remember that you will be operating under time constraints The following sections illustrate in more detail the main elements of the Simulation and explain the different screens and options QuickReading Advice Just read the Mission Section 2 0 to better understand the context in which you and your team will operate The rest of the manual Section 3 6 just explains in more detail the user interface of the software you will be using during your mission Page 2 2009 2 0 Your Mission You and your team ha
3. NOTE The meeting will take place in the manager s office COFFEE BREAK Spend some time at the company bar in order to see which groups of top managers meet regularly for a coffee 3 days NOTE These groups will not change and the list will remain available throughout the simulation MEMORANDUM Write and send to any five of the top managers a brief memo on how some of the specific features of the PMS will improve transparency of information flows in the company 1 day NOTE This is distributed in the company internal mail system PILOT TEST Try to get commitment from one of the top managers by asking him her to organise a two week long pilot test of the PMS in his her department using current company data 4 days NOTE This will involve setting up the PMS on all the department s computers and providing users with the appropriate training PLENARY MEETING Develop a presentation on the PMS Project and present it during the regular weekly top managers staff meeting attended by everybody 5 days NOTE The presentation includes potential applications of the PMS within the different departments All members of top management are in principle expected to attend these meetings QUESTIONNAIRE Write and distribute to all the top managers a questionnaire aimed at assessing their current level of interest in becoming regular PMS users 2 days NOTE The main objective of using this questionnaire is to demons
4. your company is a global corporation which over the last 10 years grew and expanded tremendously through entering new markets and through the acquisition of companies like Teleswitches which joined the group almost 2 years ago Teleswitches is the most successful recent acquisition of EuroComm It is considered by everybody as the cash cow of the whole group and is run proudly and independently by Ann Finkelbaum the CEO and her management team PMS is the name of the intranet based performance management system EuroComm has deployed over the last 2 years to make sure that goals are set consistently and monitored continuously corporate wide It is said to be the backbone of the whole corporation providing Everybody with the information they need to make good decisions and focus on what really matters for the group as well as a way for everybody to report data and monitor the achievements of goals regularly and systematically Over the last two years the PMS has been deployed successfully corporate wide and adopted by all the Subsidiairies except Teleswitches where the CEO Ann Finkelbaum has systematically delayed its implementation in spite of the repeated requests of EuroComm s HQ In general terms Performance Management Systems provide managers of large companies with processes and tools supporting them in setting both personal and T S departmental goals and then monitor and Systems provide managers of large companie
5. Simulation 7 9 OrgChart ceo Bart Bell Cynthia Jones Ext Fin Controller Pers Assistant George Glenn Hillary Ross Frank Scotti Donald Pierce Ernest Stone Dir Human Res Dir Finance Dir Design Dir Wanufactunng Dir Customer Rel s Omar Schal Pam Kahn Quentin Ryan Laboratory Migr Product Des igr hifg Design igr Ivan Skull Jean Bonnain Ken Lee Europe Factory tigr U S Factory higr Asia Pac Factory higr Victoria Strong Wilma Long Xavier Ras Treasury Migr Purchasing Migr Legal Affairs higr Linda Dubois Mel Schmidt Hick Meyer l a Public Rel ns wigr Sales amp wktg beigr Quality eigr Rob Boss Silvia Linn Tina Fein Urs Dodd Training igr Comp amp Ben higr Org l Eff Migr Facilities hagr p Adopter Aung re Interested T ming Back to the Action The above screen Org Chart shows what is displayed if you click on the Org Chart button at any time during the simulation once you begin It is the organisational chart of the management team of Teleswitches Ltd in which you are expected to introduce your innovation during the next 6 months The management team of the company consists of 22 managers an External Financial Controller and the CEO s Personal Assistant The picture of each person appears when you position the cursor on the name If you then click on the box you will also get the profile of that person You can access this chart at any time during the simulation and return to where you were in the simul
6. available SS SS AT On the right hand side of the screen if you click on the Take Decision button you will see the above screen which shows the number of the decision you are about to take To implement an initiative click on the Your initiative box and select the initiative from the drop down menu that appears You will also be prompted for any other details you need to provide ie Names of people involved This can be chosen either by clicking on the name of the person on the Control Panel left hand side of screen or clicking on the box and selecting the manager s from the drop down menu of names If you make a mistake in choosing the initiative or name or click on the box with the wrong details in it select Don t Do It instead of Implement the Decision at the bottom of the screen For each decision you can optionally complete the Your rationale for this decision box After clicking on Implement the Decision You will receive immediate feedback on your chosen initiative You will receive a summary of the outcome a positive or negative indication of any attitude changes of the managers involved and maybe not involved and the clock will continue ticking off along the bottom of the screen against the 6 months for the time taken to implement the initiative Page 11 2009 5 6 Org Networks button ChangeMasters Simulation 2 9 C gt Control Panel D People amp Pro
7. g the SCORE page In case you print directly on a transparency you will have to insert the transparency in the printer and choose the appropriate printing options x General Setup Features Imaging Preferences Select Printer Add Printer CALT an HP DeskJet RESO on RESDZ on TOPA2E 12207 Printer TOP ALE TOP ALE of F Status Ready Print te file Location s Find Printer Comment Humber of copies fi Selection Curent Page Pages Collate pa npk Carce 6 0 Stopping amp Saving Sessions 6 1 Stopping amp Restarting This Version of the Simulation allows you to stop a session anytime you want and resume it at a later stage To stop the session just quit the simulation software by selecting The current session will be automatica iy saved in ile file EISMission eis To restart a session just select m AOp which will appear automatically on the Main Screen the next time you will enter ie simulation software 6 2 Automatic Saving before Quitting a Session This Version of the Simulation automatically saves a copy of the session every time you quit the simulation software in addition to producing the Report in editable form Hence the latest state of the session is always stored in the file EISMission eis and can be reloaded You can always restart your session from the point you left it by selecting OMINEE o WOPR after r
8. management team to move through the phases of AWARENESS chal nace s to get spo Siole lies is tho ber INTEREST TRIAL and finally ERE a ce wil be evaluated by HQ at the ADOPTION of this new way of working Attention Bart Bell the Financial Controller and Your and your team s personal objective is to get as many adopters as possible This is the way your performance will be evaluated by HQ at the end of the 6 months Attention Bart Bell the Financial Controller and Cynthia Jones the CEO s Personal Assistant are not supposed to adopt and use the PMS Hence the maximum number of adopters you can reach is 22 2009 Changing the way people think and behave in organisations is not a simple task and often requires a combination of different tactics to be used at the right time with the right people This simulation will make it possible for you to experiment with the implementation of different types of change management initiatives But ultimately your strategy your change diffusion approach your capabilities as a team to discover what is most appropriate at Teleswitches and how to best persuade this group of managers will determine how successful your intervention will be ChangeMasters Simulation 2 9 Your MISSION the challenge you have been sei Changing the way people think and behave in Organisations is not a simple task and often requires a combination of different tactics to be used at the right time with the rig
9. ChangeMasters The Change People amp Transformation Management Challenge User Manual 1 0 Overview amp Introduction 2 0 Your Mission 3 0 The Teleswitches Management Team Structure 4 0 Getting Started Your Strategy 5 0 Screens amp Navigation 6 0 Stopping amp Saving Sessions Appendix A Cross Reference for Key Navigation Buttons Appendix B Initiatives Detailed Descriptions ChangeMasters Simulation 27 9 Or continue from where you stopped ChangeMasters HE 2009 1 0 Overview amp Introduction With ChangeMasters you will be challenged to simulate a 6 month change management intervention in a large organization Eurocomm Group Your mission is to successfully deploy the Group s corporate PMS Performance Management System in a newly acquired company so that its performance management processes are harmonized with those of the Group In practice the EuroComm s Board has given you a challenging mission which will absorb all your time and attention over the next 6 months The mission is in fact both critical and difficult Two years after the acquisition Teleswitches has not yet introduced the performance management processes and systems which are now used consistently and successfully throughout the Group It s up to you and your Team now to fix this persuading the top management team of Teleswitches a group of very successful but also very autonomous executives to finally align to the Groups
10. ailed Descriptions and scroll through the descriptions of all initiatives at once see also an Overview in Appendix B You may also take a decision starting from the Initiatives screen To implement an initiative from this screen highlight the initiative and click on Implement It This will bring the Take Decision screen up see 5 5 with the initiative already chosen and a prompt for any other details you need to provide i e the names of managers involved Page 10 2009 5 5 Take Decision ChangeMasters Simulation 2 9 i Ann Finkelbaum i Hart Bell i Cynthia Jones i Donald Pierce E Ernest Stone i Frank Scotti i George Glenn i Hillary Ross i van Skull i Jean Bonnain i KenLee Interested Tring Sdopter a DECISION No 28 Your initiative FACE TO FACE MEETING we Takes 1 day Person you want to meet Ann Finkelbaurn Ww Your rationale for this decision optional E Linda Dubois Wel Schmidt E Nick Meyer i Omar Schal Fam Kahn Quentin Ryan if Rob Boss i Silvia Linn F Tina Fein i Urs Dodd R Victoria Strong RS Wilma Long xavier Ras tis important to getthe CEO more interested in the new PMS system VS VS Don t do it Implement the Decision Arn Interested Tryin Adopter 7 i ae es i Click on any bubble to see a picture of the person and to access more info if
11. ation by clicking the Back to the Action button Page 6 2009 4 0 Getting Started A Strategy Your second action after reviwing your Mission should be to click on the Strategy button in the middle oval box of the screen and summarize the strategy you are planning to adopt Start developing an initial strategy During the simulation you will be able to come back to the Strategy page anytime you want to review it in the light of the information and feedback you have obtained ChangeMasters Simulation 2 9 J x Our STRATEGY aa how do we plan to proceed fo achieve our objective Top down Bottom up Sequentially The key points of our strategy are atile pod meai by Shati ChangeMasters Simulation 2 9 Our STRATEGY how do we plan to proceed to achieve our objective Top dow4 Bottom up Sequentially This is your first challenge To develop and agree on a Strategy determining how you as a team will succeed in achieving your mission during the next 6 months Your Implementation Strategy should include considerations related to gt the targeted approach for your 6 months intervention e g top down bottom up s h gt steps and milestones that you might want to set to structure your progress towards during the 6 months gt interventions or combination of interventions you might favor compare with the available interventions list gt any principles or values you believe you should consider during yo
12. ecorded in the Session Report 5 8 Track Record ChangeMasters Simulation 2 9 Org Chart Org Networks Control Panel People amp Progress E Auuare Interested Trying Adopter Ann Finkelbaum Hart Bell f Cynthia Jones Donald Pierce f Ernest Stone f Frank Scotti George Glenn Hillary Ross van Skull Jean Bonnain f Ken Lee Linda Dubois Mel Schmitt Nick Meyer Omar Schal i Pam Kahn f Quentin Ryan i Fob Boss f Silvia Linn i Tina Fein i Urs Dodd f Victoria Strong c wilma Long i Xavier Ras Fuuare Interested Trying Adopter Dec DO Oo Sy ld Pt Fe Initiatives Track Record Insights amp Issues Take Decision Our Strategy HISTORY Time Initiative gt Result INTERNAL MAGAZINE PERSONAL PROFILE SEEK ADVICE Stone FACE TO FACE MEETING Finkelb DIRECTIVE TASK FORCES FACE TO FACE MEETING Scotti STAFF MEETING DISCUSSION PERSONAL PROFILE FACE TO FACE MEETING Fein INTERNAL MAGAZINE FACE TO FACE MEETING Jones WORKSHOP Ross PERSONAL PROFILE P29 297 FI ECTRONTC MATI History Details Mission Print a ee Score Quit hangeMasters gt FT Click on Track Record at any point during the simulation and you will see a summary of your initiatives to date that you can scroll through For a detailed history of your Initiatives Decision Initiative Rationale Outcome
13. estarting BD Re Page 16 2009 APPENDIX A Cross Reference for Key Navigation Buttons at Top of Screen Control Panel People amp Progress Refer 5 1 Org Chart Refer 3 0 Org Networks Refer 5 6 Initiatives Refer 5 4 Track Record Refer 5 8 Insights amp Issues Refer 5 7 Take Decision Refer 5 5 Our Strategy Refer 4 0 ChangeMasters Simulation 2 9 Initiatives a rg Chart C 4 Take Decision Control Panel j gt Track Record X People amp Progress ee p Peop gress Org Networks insights amp Issues Our Strategy Interested Trying Adopter Ann Finkelbaum Hart Bell Cynthia Jones f Donald Pierce f Ernest Stone f Frank Scotti f George Glenn Hillary Ross f Ivan Skull Jean Bonnain c Linda Dubois c Mel Schmidt EZ Mick Meyer f Omar Schal Fam Kahn 5 Quentin Ryan Rob Boss f Silvia Linn Tina Fein Urs Dodd c Victoria Strong r wilma Long avier Ras ny ul Mission Print eure out hangeMasters Interested Trying dopter Cross Reference for Key Navigation Buttons at Bottom of Screen Mission Refer 2 0 Score Refer 5 9 Print Refer 5 12 Quit Quit ChangeMasters Credits Refer 5 11 Page 17 2009 INITIATIVES SEEK ADVICE Organise a meeting with any one member of the top management team in order to get some advice on how to approach the PMS project in the most effective manner 2 days NOTE You will not actua
14. gress Taskforces You found out the currently there are three important Task Forces in the company They are the Strategy Task Force in red the Policy Committee in blue and the Special Events Team in green Print aut 4 changeMasters aA Click on Org Networks and you can access information regarding the managers who has coffee with whom Coffee who socialises with whom Social and who is on which task force with whom Task Forces Access to this information is dependent on the various initiatives you have implemented 5 7 Insights amp Issues ChangeMasters Simulation 2 9 Team Insights amp Issues DO s DONT s Related to Strategy i ChangeMasters Back to the Action This Version of the Simulation provides the possibility to take notes anytime during a session This Learning Notebook accessible by selecting insinte amp issues ERER in the upper right side of the screen also provides a structured way to summarize key insights and issues after completing a session You may fill in the Do s column on the screen to share Insights of what you have learned from the experience as well as Dont s column for the Issues of Change Management you would like to Know more about You are able to print it on paper Page 12 2009 or on a slide The content of the Do amp Dont s sheet is r
15. hey had deployed and used successfully before being acquired by EuroComm At the time of the acquisition Ann Finkelbaum indicated lots of enthusiasm for integrating all the processes of her company to the ones of the group but since then Teleswitches did not change a lot its way of operating In particular all the attempts of HQ to introduce the PMS at Teleswitches have failed until now Sending information about the advantages of the corporate PMS and news about its successful adoption in other subsidiaries didn t help Ann Finkelbaum seemed simply too busy running her successful company to have time for introducing such a new system The excuses she presented lack of time and resources other priorities etc have thus slowed down and hindered the efficient roll out of PMS corporate wide In summary your challenge is to persuade the CEO of Teleswitches Ann Finkelbaum and her top management team to finally adopt the PMS and harmonize their processes and systems to the ones of the whole group The HQ has given you up to 6 months 120 days for this project During this time you will be able to Gather information about the ChangeMasters Simulation 2 9 management team of the company e Implement different change emaren esoe management initiatives 2 2 arthi pole e Continuously monitor your plone diferent change management progress in helping the 24 members ermeas cur progress in helang ement tank of the
16. ht people This simulation will make it possible for you to experiment with the implementation of different types of change management initiatives But ultimately your strategy your change diffusion approach your capabilities as a team to discover what is most appropriate at Teleswitches and how to best persuade this group of managers will determine how successful your intervention will be Accordingly before plunging into your first decision we advise you to i try to understand the context in which you are going to work as well as your role Remember that you have been sent there by the Group HA 2 review the different initiatives you will be able to launch to change people attitudes 3 develop a general strategy which will Sa guide you through the project top down 5 Back to the Action Accordingly before plunging into your first decision we advise you to 1 try to understand the context in which you are going to work as well as your role Remember that you have been sent there by the Group HQ 2 review the different initiatives you will be able to launch to change people attitudes 3 develop a general strategy which will guide you through the project top down bottom up etc and write it down Good luck To leave the Mission screen click on the Back to the Action button Page 5 2009 3 0 The Teleswitches Management Team Structure OrgChart ChangeMasters
17. ie the immediate feedback and No of Adopters to date click on History Details and scroll through your results Page 13 2009 5 9 Score ChangeMasters Simulation 2 9 Initiatives ah Org Chart eae Take Decision ee a Track Record ar ae Ord Networks Insights amp Issues Our Strategy People amp Progress Adopters 22 mas Points 243 max This shows the score sheet that is displayed if you click the Score button located on the bottom middle of the screen You may click on this at any time to see how you are progressing and you can return to the simulation by clicking on the buttons at the top of the screen The thin blue line on the graph the top one indicates the cumulative positive attitude ie the red bars you have succeeded in gathering As you can see in the example in the screen above the cumulative positive attitude can decrease too during the project depending on your initiatives and other events that can happen during the 6 months implementation period The thick red line the bottom line indicates the cumulative number of managers you have convinced to adopt Once someone has adopted they cannot move back through the adoption process The numeric scores the number of Days per Adopter Elapsed Time of Adopters and of Decisions of Attitude Points are on the top left of the screen Page 14 2009 5 10 Save Session Report j EISsession3 11 02
18. lly receive advice in the feedback message the aim is to influence the person you visit by taking the humble approach PERSONAL PROFILES Build a personal profile on any five members of the top management team by talking informally with your network at EuroComm HQ 2 days NOTE Each person s profile includes a qualitative description of the individual and an indication of how difficult it will be to move that individual through the four change phases TASK FORCES Discover which top managers are on the company s three main task forces 1 day NOTE These membership lists will not change and will remain available throughout the simulation INTERNAL MAGAZINE Ask the editor of the internal magazine to include a short article you write on the advantages that PMSs can bring to managers 3 days NOTE This magazine is distributed to all of the top management team The article is about the generic advantages of PMS and does not include any company specific information DIRECTIVE Try to convince the CEO to send out a directive to everyone on the top management team insisting that they start using the PMS in two weeks time 7 days NOTE You spend several days writing a draft of this directive to give to the CEO COVERT LOBBYING Without the formal approval of the Directors concerned suggest to a group of selected Managers that they meet the CEO to lobby for the implementation of the PMS 8 days NOTE This ini
19. name without clicking The color reflects the current adoption stage Page 9 2009 5 4 Initiatives ChangeMasters Simulation 2 9 Initiatives A f rg Chart z on 4 Take Decision TE e gt Track Record J Org Networks Insights amp Issues Our Strategy Feople amp Progress Amare Interested Tring Adopter INITIATIVES f Ann Finkelbaum i Dart Bell SEEK ADVICE WORKSHOP eres PER TASKFORCES COFFEEBREAK a alii INTERNAL MAGAZINE MEMORANDUM de DIRECTIVE PILOT TEST ja orn Sco COVERT LOBBYING PLENARY MEETING f George Glenn ELECTRONIC MAIL QUESTIONNAIRE Hillary Ross MANAGEMENT TRAINING EXTERNAL SPEAKER f Wan Skull DIRECTORS MEETING NETWORKS f Jean Bonnain f Ken Lee a a F Linda Dubois Click on any initiative for a short description c hel Schmidt E Nick Meyer i Omar Schal i Fam Kahn Quentin Ryan i Rob Boss Silvia Linn i Tina Fein A Urs Dodd D I pay victoria Strong Detailed Descriptions Implement it Vilma Long c xavier Ras Mission Print Score Qut GhangeMasters Amare Interested Trying Adopter e ey j On the right hand side of the screen if you click on the Initiatives button you will see the above screen which lists the change management initiatives you may launch during the simulation A description of each particular initiative will be displayed below this list if you click on any initiative name You may also click on Det
20. ng Adopter On the left hand side of the screen you will see displayed the list of the managers you are trying to convince to adopt the corporate Performance Management System A variety of information about these managers can be accessed from this Control Panel screen depending on the initiatives you take A status on what you know about a person can be accessed by placing the cursor over the bubble to the left of the person s name A personal profile can be retrieved by clicking on the 1 bubble to the left of the person s name The red bars displayed in the box to the right of the managers names indicate how Successful you are currently being in changing the attitude of each manager towards the change that you are trying to introduce You can see that the managers all go through a cycle of adoption although at different paces and can be not aware yet at all of your change project aware interested or they are starting to have first direct experiences with the new PMS trying or might have already adopted it You can access the Control Panel anytime to monitor your progress on the top left hand side of the screen Part of the scoring summary at the end of the simulation is a function of the red bars representing the degree of positive attitude that you have achieved for each manager Page 8 2009 5 2 Personal Profile ChangeMasters Simulation 2 9 Hillary Ross Dir Finance
21. ng Technologies tis a multimedia experiential learning tool that adresses the challenge of succestully implementing significant change transformation and innovation projects impacting and transforming the way organisations and people operate and evolve Itis also an ongoing project and a learning community of researchers friends professors consultants experts and notso experts worldwide plus a large number of users players and all those who work on the continuous improvement ofthe administration and distribution ofthis software Your feedback is welcome Send any insights suggestions or questions directly to Albert A ANGEHRN Professor of information Technology and Entrepreneurship rector Centre for Advanced Leannng Technologies ALT INSEAD The European nettle of Business Administration Fontainebleau France For more information onthe ChangeMasters Simulation who uses it and how visit the website at http Wwww callinsead eduets The ChangeMasters Simulation is distributed by AlphaLabs France Information can be requested via email at infodm alpha simulations com This screen provides information about the simulation and those who have contributed to its design development and continuous updating It is displayed if you click on the ChangeMasters button located on the bottom left hand corner of every screen Page 15 2009 5 12 Print The PRINT button allows the printing of any page in the Simulation e
22. s 7 ith d tool rting them i a e a a report systematically on progress towards and then monitor and report systematically on towards the achi t of th Zz j h hi f th g h o the achievement of those goals At the same reporting system introducing the transparency necessary to aggregate data corporate wide and m ti m e t h ey C h a n g e t h e i n te rn a l re po rti n g allow top managers to answer questions like ChangeMasters Simulation 2 9 depress oes es EEEE system introducing the transparency necessary zl al lg ae pee Pel to aggregate data corporate wide and allow e j SS hh top managers to answer questions like How Headers Such str ned to be adopted are we performing in this region Which Siib irikia department or sales office is less efficient at the top Based on actual performance trends which know how and best practice should be exchanged or transferred among business units etc For Teleswitches adopting the corporate PMS represents a significant change and departure Page 3 2009 The fact that Teleswitches has not adopted the PMS system yet is extremely disturbing for Headquarters Such systems need to be adopted consistently by everybody in order to really increase overall performance as otherwise information cannot be consolidated appropriately at the top For Teleswitches adopting the corporate PMS represents a significant change and departure from the systems and processes t
23. tiative assumes that you have identified the appropriate Managers to approach and does not require you to specify them ELECTRONIC MAIL Send a brief electronic mail to everyone on the top management team explaining your ideas on why a PMS makes sense for them 1 day NOTE All of the top managers have an individual E mail account MANAGEMENT TRAINING For five members of the top management team organise a 3 days residential training program at a nearby business school on the potential benefits of a Performance Management System and how to actually use such a system 5 days NOTE You do not attend the programme but it takes a considerable amount of your time to plan it DIRECTORS MEETING Organise a special interdepartmental meeting in the main conference room with all the five directors and the CEO to share and discuss thoughts and plans for the PMS project 3 days NOTE Directors are informed that they can also bring along Managers from their department Page 18 APPENDIX B WORKSHOP Help one of the top managers to organise and lead a demonstration and discussion session on PMS for all the top managers interested in the topic 5 days NOTE This will provide the opportunity for the workshop leader to share and gather views and experiences on PMS FACE TO FACE MEETING Fix a meeting with one of the top managers in order to persuade him her that the Performance Management System would make sense to implement 1 day
24. trate your approach to the project rather than gathering additional information EXTERNAL SPEAKER Organise a speaker event in which Professor Tom _ Petersen an expert on Performance Management will deliver an address entitled PMS Liberating performance in the organisation 5 days NOTE Everyone in the top management team is invited by memo to this event but attendance is optional NETWORKS Spend some time observing or finding out which top managers go together regularly to the company health club who is involved in the local charity campaign and who is looking informally at environmental issues together 5 days NOTE These groups will not change and the lists will remain available throughout the simulation 2009
25. txt Notepad lol x File Edit Format Help CL KEY SESSION DATA Simulation Licence alphalabs Timestamp 3 11 02 2 53 PM Real Time Elapsed 1 hours 51 minutes 25 seconds Simulation Time Elapsed 91 days 65 Cout of max 243 Number of Adopters 3 Cout of max 22 30 3 2 TEAM STRATEGY amp REFLECTION POINTS You may save your session s report at any time during the simulation by clicking on the Save Session Report button on the right hand side of the Score screen The report allows you to get details about the session including the date of running number of adopters number of initiatives and the time spent to implement these initiatives and of course the key points of the adopted strategy and also the content of do and dont s learning points Beside you will also get all the information on the adoption stage of each person as well as the feedback for each implemented initiative 5 11 Credits Screen ChangeMasters Simulation 7 9 ChangeMasters Simulation Credits The ChangeMasters Simulation is a multimedia management simulation addressing the challenge of Change People amp Transformation Management in organisations The ChangeNMasters Simulation is based on experiences with the introduction of different types of management systems in organisations as well as research into Organisational Development and Change Management Entrepreneurship Organizational Behaviour Modeling Decision and Learni
26. ur actions gt as well as any other points you consider relevant to guarantee a successful intervention to the Action A total of 15 minutes maximum should be allocated to the discussion of the implementation strategy to adopt aiming at reaching a good consensus as different team members might have initially pretty different views on how to best proceed in such a situation and at concluding by summarizing the key points of your implementation strategy on this screen Remember that you can come back any time to your strategy and extend revise it if necessary Click here to close this message After having completed your Startegy page click on the Back to the Action button Page 7 2009 5 0 Screens amp Navigation 5 1 Control Panel ChangeMasters Simulation 7 9 Initiatives nee Org Chart a 3 Take Decision Control Panel etmek Recard i LAE A People amp Progress oy J Peop gress Org Networks Insights amp Issues Our Strategy Amare Interested Trying Adopter A Ann Finkelbaum f Bart Bell i Cynthia Jones Donald Pierce Ernest Stone Frank Scotti f George Glenn Hillary Ross van Skull Jean Bonnain f Ken Lee Linda Dubois P Mel Schmidt Mick Meyer i Omar Schal f Pam Kahn Quentin Ryan Z Rob Boss f Silvia Linn Tina Fein Urs Dodd Victoria Strong f Wilma Long c xavier Ras il Print Quit ChangeMasters Interested f Tryi
27. ve just been i G appointed by the corporate HQ of Eurocomm a large multi national group to a challen g in g chan ge You and your team have just been appointed by the corporate HQ of EuroComm a large 1 1 multi national group to a challenging change m a n a g e m e n t m SS O n i management mission Over the next 6 months you will be operating at Teleswitches a recently Over the next 6 months you wil l be acquired company Your objective there is to persuade a successful but very ope rati ng at Teleswitches a recently independent minded top management team to harmonize their performance management processes and systems to the ones of the whole a cq u i red CO m pa n y 1 Yo u r O bj ective th e re group by adopting the corporate Performance Management System PMS is to persuade a successful but very f comm sour oman a goba independent minded top management epandodwemerdous wrough aresto new markets and through the acquisition of tea m to h a rm O n ize th e i r pe rfo rm a n ce oe like Teleswitches which joined the group almost 2 years ago management processes and systems to Teleswitches is the most successful acquisition of 1 EuroComm It is considered by everybody as the the ones of the whole group by adopting a proudly and independently by Ann Finkelbaum the corporate Performance Management __ the ceo andher management team System PM S PMS is the name of the intranet based EuroComm
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