Organisational Change Breakfast Masterclass

September and October 2013

Your challenges

• Effective, subjective consultation, particularly when the majority of staff are affected directly by the change

• Assessing and communicating the need for, and benefits of organisationalchange

• Ensuring continued productivity in times of change

• Prevailing culture and organisationalprocesses resistant to and/or inhibiting effective organisational change

• Employee engagement and retention during change

• Creating a performance culture from legacy or multiple, distinct cultures

• Lack of change capability, particularly amongst leadership groups

• Impact of external leadership appointments on existing culture

• Negative views of organisational change, based on perception and/or experience

• Motivating employees and communicating organisational change, both prior to, and during the change process

• Need for a clear and compelling organisational vision

• Generating true engagement around the organisational change process

• Silo-mentality / lack of an holistic approach

4 December 2013

Focus

• Critical elements of effective and sustainable changeUnderstanding the importance of a clear vision of the future,

together with constant and consistent demonstration of commitment, in creating an environment for, and delivery of, sustainable change.

• The importance of defining the ROITechniques for

defining ROI in organisational change, and how clear definition impacts behaviour.

• Leadership style and taking people ‘with you’Examination of how and why people resist change and the

leadership styles most likely to gain commitment.

• Seeing the ‘bigger picture’Framing the strategic context

of change and applying it in a way that everyone can understand and execute activity in an integrated context.

4 December 2013

Introducing Vmax ConsultingExperts in leadership. Experts in change.

4 December 2013

Consulting & Project Support

Leadership Coaching

Change Mentoring

Capability Development

Critical elements of effective and sustainable change

4 December 2013

There are two clear determinants for effective change.

The ability to envision a future state and the ability to execute a delivery plan to achieve the future state.

4 December 2013

Burning platforms are useful as a catalyst for change but they inspire only movement, not aligned and directional movement.

4 December 2013

Sustainable change requires a clear and unequivocal ‘go to’ position that we can all see, understand and strive to attain.

4 December 2013

Change Model

CurrentOperating Model

Roadmap for Change

Target Operating Model

The way things are done today

Structured roadmap with defined ownership,

deliverables and timelines to enable the journey to TOM to be managed in a

coordinated and purposeful manner.

Desired future state

4 December 2013

All elements of the change model defined in three interconnected elements:

Purpose: Why we are here.Strategy: What we need to do to deliver the purpose.Culture: How we need to operate to deliver the purpose.

P

CS

4 December 2013

The 4 Ps

PurposePrinciplesPracticePerformance

Table discussion

Consider the change that is uppermost in your mind (future or historical).

What one principle would have the biggest impact in ensuring success?

4 December 2013

Words

Agreements

Commitments

Actions

Habits

Performance Outcomes

Creating habits

4 December 2013

Validation Check

One

Validation Check

Two

The importance of ROI

4 December 2013

Defining ROI

• “What gets measured gets done”

• ROI = (Gain from investment – Cost of investment)

Cost of investment

• ROI needs to be determined against the desired future state and set against baseline measures

• ROI needs to be defined in „stakeholder-friendly‟ terms, using quantitative and qualitative measures

• Prioritise „quick-wins‟ and „leveraged plays‟ to demonstrate traction and achievement

4 December 2013

From baseline to outcome, the achievement of objectives is seldom linear. We therefore need to use our insight, wisdom and experience to define the path of change.

4 December 2013

Leadership style and taking people ‘with you’

4 December 2013

Resistance to Change

• Creatures of habit

• Architect v subject

• Passive and active resistance

• Need to respect legacy

• The folly of a „change programme‟

4 December 2013

Compliance is short-lived and requires reinforcement and sanctions to ensure people deliver your change.

Commitment secures engagement meaning that people will follow of their own accord

4 December 2013

The true determinants of successful change leadership are constancy of purpose and consistency of practice.

4 December 2013

Seeing the ‘bigger picture’

4 December 2013

Maintain Perspective

• Keep the end in focus at all times

• Always map activity and achievement against the plan

• Take time to celebrate achievements en route

• Ensure consistent alignment of words, behaviours and outcomes

• Take time to „environment scan‟ to understand changes in context, customers, and competitors

4 December 2013

Engaging all stakeholders in a meaningful way is of central importance to change leadership.

4 December 2013

The T-shaped leader pays attention first and foremost to the needs of the business (the horizontal), and secondly to the needs of their function (the vertical).

4 December 2013

Table discussion

What immediate action(s) will you be taking in order for your role in the change process to be a success?

4 December 2013

Thank you

4 December 2013

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www.vmaxconsulting.com

Consulting & Project Support

Leadership Coaching

Change Mentoring

Capability Development