balanced diversity a portfolio approach to organisational change (2012)

© Macanta Consulting 2012 Balanced Diversity

Karen Ferris Director, Macanta Consulting

Balanced Diversity

A Portfolio Approach to Organisational Change


Outline

•  Culture change •  The challenge •  The solution

– a portfolio approach – a balanced and diverse set of practices

•  Application and next steps •  Questions


Culture Change


Culture Change

Culture = Behaviour

The behaviours that represent the general operating norms in your environment

“The way we do things around here”


The Challenge

It is not just about making a cultural change

It’s about creating a culture FOR change


Some people will embrace change - others will resist it

Every one will respond differently to every change It depends on the nature of the change and how it will impact them


THE

CH

AN

GE

CU

RVE

There’s no need for

change – the way we do things is just

fine

Why me? It’s not fair. Why not you?

I’ll do a different job. Can’t it wait a

while?

What’s the point? Why bother?

OK, maybe I’ll listen. What’s in it for me?

It’s going to be ok


Some people will embrace change - others will resist it

Every one will respond differently to every change It depends on the nature of the change and how it will impact them

Every one will adapt to change at varying speeds and everyone will adopt and embrace change at a different pace


The Framework

•  13,756 academic and practitioner articles and reports

•  Narrowed down to 197 for inclusion in the systematic review

•  59 distinct practices grouped in categories

•  Adopted for use in service management in consultation with NBS and S. Bertels

http://nbs.net/knowledge/culture/systematic-review/


Intent

FULFILMENT

INNOVATION

What you are trying to accomplish

Should do

Could do

Compliance Operational excellence Targeted reinforcement

Experimenting Listening Trying new things


Approach How you are doing it

INFORMAL FORMALDiscussion

Experiences Modelling desired behaviours

Codes of conduct Procedures Systems and training materials Implementing programmes


INFORMAL FORMAL

FULFILMENT

INNOVATION


Build and reinforce the importance of the change for the organisation and to support and encourage those who are making efforts to embed the change

Integrate the change into the core of the organisation’s strategies and processes Equip and encourage employees via training and incentives Measure, track and report on the organisation’s progress

Support a culture of change innovation by developing the new ideas needed to bring the organisation closer to its long-term goals Inspire and reassure employees so that they can experiment, try new things, and build on each other’s ideas

Create structures or supports that will form a foundation for future changes in the organisation


Portfolio Approach


Current Change Initiatives – Gap Analysis

Heavily Used Partially Used


Future Change Initiatives – Planning


Applying the Framework


Fostering Commitment

Contribute to the community and encourage and enable employees to do the same

Ensure that the change tasks are completed through monitoring, reviewing and enquiring on the status of key tasks

Build and reinforce the importance of the change for the organisation and to motivate, support and encourage those who are making efforts to embed the change

Practices that serve to identify the change as a priority for the organisation Organisation’s actions send strong messages

Emphasize the importance of the change Reinforce the message Embed in hearts and minds Regular checkpoints and reviews Keep on the agenda Maintain momentum


Clarifying Expectations Expand existing roles or develop new roles within the organisation to capture essential responsibilities relating to the change

Organisational members examine their own systems, processes, projects or products for reliability, accuracy, adherence to standards and compliance

Integrate the change into the core of the organisation’s strategies and processes Equip and encourage employees via training and incentives Measure, track and report on progress

Allocate responsibility for the change to new or existing roles including roles at most senior levels Demonstrating commitment to the change

Formal evaluations that examine systems, processes, projects or products for reliability, accuracy, adherence to standards and compliance


Building Momentum for Change

Initiate; create events that help set things in motion; disrupt the status quo

Envision a different future and identify the actions required in order to reach it

Support a culture of change innovation by developing the new ideas that will bring the organisation closer to its long-term goals Inspire and reassure employees so that they can experiment, try new things, and build on each other’s ideas

Techniques used to encourage or convince individuals of the importance of the change and the need to take transformative action

Stepping back from everyday operational issues and thinking holistically and prospectively Imagining an ideal future and allowing vision to drive current actions


Instilling Capacity for Change

Make use of systems or processes to perceive and recognise external information

Create new products or services that realise the organisations commitment to change

Create structures and supports that will form a foundation for future changes in the organisation

Creating processes and mechanisms to gather knowledge or skills

Create or implement new mechanisms to support future initiatives


Summary

•  Use the framework for all types of changes •  Embed it into the PDCA cycle •  Ensure a balanced portfolio approach •  Choose a diversity of practices •  Revisit on a regular basis

It is not just about making a cultural change

It’s about creating a culture FOR change


Email: [email protected] Website: www.macanta.com.au Twitter: @karen_ferris Facebook: http://www.facebook.com/MacantaConsulting Mobile: +61 (0)425 728 498

balanced diversity a portfolio approach to organisational change (2012)

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