defining the social business change approach

Social Business Change

Introduction

Shifting the paradigm

The old ways of setting and implementing strategy are failing us John P. Kotter, author of Leading Change & XLR8

People don’t resist change; They resist being changedPeter Senge, author of The Fifth Discipline

From

Telling/ selling

Stakeholder engagement

Project delivery

Control

Sustainability

To

Co-creation

Collaboration

Facilitation

Empowerment

Agility

What does this mean for how we deliver change initiatives?

Collaboration and co-creation are important: Extremely successful transformations were planned by 50 or more peopleMcKinsey Quarterly, What successful transformations share, Keller, Meaney & Pung, March 2010

• Clarity and common understanding of the strategic objective (and maintain this focus throughout)

• ‘Crowdsourcing’ ideas before a decision is made leads to more innovative thinking

• People appreciate why the decisions have been made

• ‘Wisdom of the crowd’ avoids costly surprises late in the game

How does this work in practice?

Co-creation

How does this work in practice?

• Gather a community around a shared purpose (change agents)

• Curiosity (or stress!) in a change situation drives participation

• Resistance is visible, so it can be validated and managed constructively

• People understand ‘the why’ as well as ‘the what’, empowering them to make decisions and adapt practices

Collaboration

How does this work in practice?

• Visibility across the program allows everyone to play a meaningful role, and to balance their contribution with other commitments

• Open conversation so that everyone can participate in the debate at any time

• Shifts responsibility from the project team to the people who need to do something different

Facilitation

How does this work in practice?

• Empower people to consider what the change means for them (not telling)

• Rather than relying on a project team to interpret feedback, people own their contribution to process

• Everything is captured and addressed, with clear links from ideas to actions

• Shifts ownership from the project team to the people who need to do something different

Empowerment

How does this work in practice?

• Complexity = time & cost

• Simplify the change process, focusing on what matters to deliver the strategic objective

• Understand the implications

• Break down into smaller change elements, making it easy for people to contribute

• Our new reality requires iterative change; Steady state is a thing of the past!

Agility

Empower everyone to co-create and actively drive change in your organisationwww.pinipa.com