{"id":6867,"date":"2022-01-09T15:41:42","date_gmt":"2022-01-09T15:41:42","guid":{"rendered":"http:\/\/courses.emagine.dk\/?p=6867"},"modified":"2022-01-09T15:41:44","modified_gmt":"2022-01-09T15:41:44","slug":"transformationer-er-en-lang-raekke-af-mikroforandringer","status":"publish","type":"post","link":"https:\/\/courses.emagine.dk\/transformationer-er-en-lang-raekke-af-mikroforandringer\/","title":{"rendered":"Transformationer er en lang r\u00e6kke af mikroforandringer"},"content":{"rendered":"\n<h4 class=\"wp-block-heading\" id=\"h-forretningstransformationer-starter-ofte-med-flotte-hensigtserklaeringer-streger-og-kasser-eller-abstrakte-visioner-men-den-egentlige-forandring-sker-igennem-en-lang-raekke-af-mikroforandringer\"><a href=\"https:\/\/courses.emagine.dk\/ydelse\/konsulentydelser\/forretningstransformationer\/\">Forretningstransformationer <\/a>starter ofte med flotte hensigtserkl\u00e6ringer, streger og kasser eller abstrakte visioner. Men den egentlige forandring sker igennem en lang r\u00e6kke af mikroforandringer.<\/h4>\n\n\n\n<p>Transformationer kan se ud p\u00e5 mange m\u00e5der. Det kan v\u00e6re organisations\u00e6ndringer i store offentlige organisationer, hvor samarbejdsflader skal v\u00e6re tydeligere, eller f\u00f8lge ressort \u00e6ndringer. Det kan v\u00e6re virksomheder, der udskifter kernesystemer, for at yde mere tidssvarende og kundecentreret service. Grunden kan ogs\u00e5 v\u00e6re st\u00f8rre transparens i beslutninger, bedre brug af data. Eller m\u00e5ske er teknologien for omkostningstung og opfylder ikke kerneforretningens behov.<\/p>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-transformationer-starter-med-glittet-papir-men-hvad-sa\">Transformationer starter med glittet papir \u2013 men hvad s\u00e5?<\/h5>\n\n\n\n<p>Transformationerne starter ofte med glittet papir og powerpoints, nye hjemmesider og elevatortaler. Det store \u201dwhy\u201d er velforberedt og positivt formuleret.<\/p>\n\n\n\n<p>Vi m\u00f8der ofte kunder, som har udarbejdet en digitaliseringsstrategi, en vision, en time-to-market-strategi eller lignende. Visionerne er p\u00e5 plads, men de er usikre p\u00e5, hvordan de g\u00f8r det konkret, hvordan man kommer fra den nuv\u00e6rende situation til det \u00f8nskv\u00e6rdige fremtidsscenarie. Andre gange bliver vi involveret, n\u00e5r organisationen i et stykke tid har fors\u00f8gt at planl\u00e6gge og konkretisere, og er g\u00e5et i st\u00e5, fordi virkeligheden kalder p\u00e5 opm\u00e6rksomhed, energien og entusiasmen er k\u00f8lnet af, n\u00f8glepersoner er forsvundet, ambitionerne st\u00e5r ikke m\u00e5l med organisationens kapacitet, eller udfordringer og brandslukning i driften fylder det hele.<\/p>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-en-hjaelpende-hand\">En hj\u00e6lpende h\u00e5nd<\/h5>\n\n\n\n<p>Kort sagt: Vores kunder beder om sparring, inspiration eller simpelthen om hj\u00e6lp til styring og ledelse af transformationen, fordi det er meget sv\u00e6rt at komme fra visioner til handling. Det er altid sv\u00e6rt. Der er ingen smutveje. At forandre en organisation er aldrig trivielt. Forandringer er ikke noget, der sker af sig selv, blot fordi m\u00e5lene er velformuleret. Eller fordi ambitionerne er store.<\/p>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-forandringer-er-noget-der-sker-i-det-sma\">Forandringer er noget der sker i det sm\u00e5<\/h5>\n\n\n\n<p>Vi har den tilgang, at forandringer ogs\u00e5 sker i det sm\u00e5. Det lyder m\u00e5ske lidt uambiti\u00f8st. Men vores erfaring er, at det ofte er de sm\u00e5 skridt, der g\u00f8r forskellen. Vores hverdag er styret af vaner, af m\u00e5den vi plejer at arbejde sammen med andre p\u00e5, af tryghed og forudsigelighed i de kendte arbejdsgange. I mange virksomheder er der gode erfaringer med mindre lokale forandringer \u2013 udsprunget af medarbejdernes ideer og \u00f8nske om overskuelige forandringer \u2013 det vil sige: Det kan vi sagtens. S\u00e5 det g\u00e6lder om at udnytte den forandringsevne, som allerede er til stede i organisationen. &nbsp;<\/p>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-mikroforandringer-how-to\">Mikroforandringer \u2013 how to<\/h5>\n\n\n\n<p>I Peak er vi bevidste om, hvad der sker, \u201dder hvor strategien m\u00f8der mennesker\u201d. Og derfor er det n\u00f8dvendigt at arbejde systematisk med de mikroforandringer p\u00e5 alle niveauer i organisationen. Her er nogle tips til, hvad I kan starte med at overveje:<\/p>\n\n\n\n<ul><li>Hvad l\u00e6gger vi op til af beslutninger? Har vi t\u00e6nkt vores visioner ind i de l\u00f8sninger, vi anbefaler?<\/li><li>Holder vi fokus p\u00e5, at de sm\u00e5 forandringer er \u00f8nskv\u00e6rdige \u2013 og forh\u00e5bentlig vigtige skridt mod de strategiske m\u00e5l.<\/li><li>Hvordan evaluerer I og l\u00e6rer af de sm\u00e5 skridt, s\u00e5 I hele tiden justerer ift. den retning I gerne vil bev\u00e6ge jer i?<\/li><li>Hvordan bliver medarbejdere og ledere kl\u00e6dt p\u00e5 til at g\u00f8re noget andet i dag end de gjorde i g\u00e5r. Hvad er den vigtigste ting de skal starte\/stoppe med at g\u00f8re?<\/li><li>Hvordan kan I justere p\u00e5 arbejdsgangene \u2013 uden at alt bliver radikalt anderledes og derfor sv\u00e6rt at arbejde efter.<\/li><\/ul>\n\n\n\n<div style=\"height:13px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"h-hvad-kan-man-gore-for-at-vejen-bliver-nemmere\">Hvad kan man g\u00f8re for, at vejen bliver nemmere?<\/h5>\n\n\n\n<p>Der er ingen quickfix. Det ved alle, der har arbejdet med transformationer, forandringer, udvikling \u2013 eller hvad man nu kalder det. Men der er hj\u00e6lp af hente.<\/p>\n\n\n\n<p>F\u00f8rste skridt er at g\u00f8re sig klart, at forandringerne ser forskellige ud \u2013 afh\u00e6ngig af rollen i organisationen. Direkt\u00f8rens nye m\u00e5de at t\u00e6nke og arbejde p\u00e5 er selvf\u00f8lgelig anderledes end medarbejderen, der har kundekontakt. Faktisk er det noget vi ofte glemmer \u2013 selvom det er intuitivt indlysende.<\/p>\n\n\n\n<p>N\u00e5r vi hj\u00e6lper organisationer med transformationer, har vi forskellige m\u00e5der at gribe det an p\u00e5. Afh\u00e6ngig af organisationen. I Peak bruger vi fx gevinstkort, Target Operation Model (TOM), as-is-beskrivelser, end-state-beskrivelser, kernefort\u00e6llinger, visualiseringer og andre greb, der konkretiserer den nye virkelighed og dermed g\u00f8r det lettere for alle at g\u00e5 den nye vej. Vi beskriver ogs\u00e5 \u201dmellemstationerne\u201d \u2013 alts\u00e5 de mindre forandringstrin undervejs, for at konkretisere bev\u00e6gelsen mod strategien. Vi inddrager dem, der skal \u00e6ndre praksis. De er de fremmeste til at identificere og gennemf\u00f8re dem. Det er de mennesker, der g\u00f8r en lang r\u00e6kke af tiltag og mikroforandringer, der tilsammen starter og gennemf\u00f8rer en st\u00f8rre forandring. Den egentlige transformation.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Forretningstransformationer starter ofte med flotte hensigtserkl\u00e6ringer, streger og kasser eller abstrakte visioner. Men den egentlige forandring sker igennem en lang r\u00e6kke af mikroforandringer. Transformationer kan se ud p\u00e5 mange m\u00e5der. Det kan v\u00e6re organisations\u00e6ndringer i store offentlige organisationer, hvor samarbejdsflader skal v\u00e6re tydeligere, eller f\u00f8lge ressort \u00e6ndringer. Det kan v\u00e6re virksomheder, der udskifter kernesystemer, for [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":6214,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[50],"tags":[],"samlet-kategori":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.8 (Yoast SEO v21.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Transformationer er mikroforandringer - Peak Consulting Group A\/S - COM<\/title>\n<meta name=\"description\" content=\"Transformationer starter ofte med flotte hensigtserkl\u00e6ringer. 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