slideshow change 61
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Three types of organisationThree types of organisation
Those that make things happenThose that make things happen
Those that watch things happenThose that watch things happen
Those that wonder what happenedThose that wonder what happened
Three leadership strategy questionsThree leadership strategy questions
What products and services should we offer and not offer?What products and services should we offer and not offer?
What markets and types of customer should we service and not What markets and types of customer should we service and not service?service?
How are we going to win?How are we going to win?
Source: CokinsSource: Cokins
Three reasons people oppose Three reasons people oppose
change long-termchange long-term
They don’t have fundamental personal competenciesThey don’t have fundamental personal competencies
They don’t want to learnThey don’t want to learn
They aren’t actively committed to the cause They aren’t actively committed to the cause
Source: ElashSource: Elash
Three key issues on Three key issues on improving corporate improving corporate
performanceperformance......
Being different (and better) gets you noticed.Being different (and better) gets you noticed.It takes very little to be better than the rest.It takes very little to be better than the rest.
Most organisations won’t do what little it takes to be different to, Most organisations won’t do what little it takes to be different to, and better than the rest.and better than the rest.
Three types of changeThree types of change
Developmental changeDevelopmental change - improvement of an existing situation- improvement of an existing situation
Transitional changeTransitional change - implementation of a new state: management of the interim - implementation of a new state: management of the interim
transition state over a controlled period of timetransition state over a controlled period of time
Transformational changeTransformational change - emergence of a new state, unknown until it takes shape out of the - emergence of a new state, unknown until it takes shape out of the
remains of the chaotic death of the old state: time period not easily remains of the chaotic death of the old state: time period not easily controlledcontrolled
Source: AckermanSource: Ackerman
Three personal needs in times of Three personal needs in times of changechange
ControlControl
InclusionInclusion
OppennessOppenness
Source: Teamtechnology.comSource: Teamtechnology.com
Four elements to the balanced scorecardFour elements to the balanced scorecard
The financial perspectiveThe financial perspective
The internal business perspectiveThe internal business perspective
The innovation and learning perspectiveThe innovation and learning perspective
The customer perspectiveThe customer perspective
Source: Kaplan and NortonSource: Kaplan and Norton
Four measures from the balanced Four measures from the balanced scorecardscorecard
High quality products and servicesHigh quality products and services
Motivated ad skilled employeesMotivated ad skilled employees
Responsive internal processesResponsive internal processes
Innovation and productivityInnovation and productivity
Source: Kaplan and NortonSource: Kaplan and Norton
Four organisational characteristicsFour organisational characteristics
Organisations are:Organisations are:
ComplexComplex
SurprisingSurprising
DeceptiveDeceptive
AmbiguousAmbiguous
Source: Shepko and DouglasSource: Shepko and Douglas
Four reasons for organisational failureFour reasons for organisational failure
Failure at the topFailure at the top
Customer and marketing failureCustomer and marketing failure
Financial management failureFinancial management failure
System and structure failureSystem and structure failure
Source: Longenecker et alSource: Longenecker et al
FFour external factors to our external factors to consider when planning consider when planning
strategic changestrategic change
PP olitical olitical
EE nvironmental nvironmental
SS ocio-demographic ocio-demographic
TT echnological echnological
Four parts to the TORI modelFour parts to the TORI model
T rustT rust
O pennessO penness
R espectR espect
I nterdependenceI nterdependence
Four stages of the change processFour stages of the change process
Denying - this does not affect usDenying - this does not affect us
Dodging - ignore this, don’t get involved Dodging - ignore this, don’t get involved Doing - this is very important, we have Doing - this is very important, we have got to do it nowgot to do it nowSustaining - we have a new way of moving Sustaining - we have a new way of moving forwardforward
Source: Rashford and CoghlanSource: Rashford and Coghlan
Four essentials for changeFour essentials for change
Pressure for the changePressure for the change
A clear, shared visionA clear, shared vision
Capacity for changeCapacity for change
ActionAction
Source: Uk Govt office South westSource: Uk Govt office South west
Four factors for enduring Four factors for enduring organisational successorganisational success
Happiness - do people enjoy being here?Happiness - do people enjoy being here?
Achievement - have we really mastered real Achievement - have we really mastered real problems?problems?Significance - does our product or service create realSignificance - does our product or service create real value for others?value for others?Legacy - is success being maintained by Legacy - is success being maintained by investing in people, innovation, investing in people, innovation, customer needs and systems?customer needs and systems?
Source: Nash and HowardSource: Nash and Howard
Crosby’s four absolutes of Crosby’s four absolutes of
quality management quality management
Conformance to requirementsConformance to requirements
Prevention not appraisalPrevention not appraisal
Zero defectsZero defects
Measuring the cost of non-conformanceMeasuring the cost of non-conformance
Source: Phillip CrosbySource: Phillip Crosby
Four reasons change management failsFour reasons change management fails
Lack of consistent leadershipLack of consistent leadership
Demotivated staff kept in the darkDemotivated staff kept in the darkLack of capacity: budget cuts, no spend-to-save policy,Lack of capacity: budget cuts, no spend-to-save policy, short term approach to investment,short term approach to investment, stressed staff working hard to stand stillstressed staff working hard to stand still
Lack of initiative to ‘do something different’Lack of initiative to ‘do something different’
Source: UK Government Office South WestSource: UK Government Office South West
As an organisation, what are our... As an organisation, what are our...
SS trengths trengths
WW eaknesses eaknesses
OO pportunities pportunities
TT hreats hreats
The four stages ofThe four stages of
changechange
ShockShock
AvoidanceAvoidance
AcceptanceAcceptance
AdaptationAdaptation
Four stages to business process Four stages to business process managementmanagement
StrategiseStrategise
PlanPlan
Monitor and analyseMonitor and analyse
Take corrective actionTake corrective actionSource: FrolickSource: Frolick
Four types of Four types of organisational orientationorganisational orientation
Role orientationRole orientation
Task orientationTask orientation
People orientationPeople orientation
Power orientationPower orientation
Source: Roger HarrisonSource: Roger Harrison
Source: Butz & GoodsteinSource: Butz & Goodstein
Four reasons for Four reasons for organisational failureorganisational failure
Failure at the topFailure at the top
Customer and marketing failureCustomer and marketing failure
Financial management failureFinancial management failure
System and structure failureSystem and structure failure
Source: Longenecker et alSource: Longenecker et al
Source: Butz & GoodsteinSource: Butz & Goodstein
Four characteristics of real changeFour characteristics of real change
Scale How much of the organisation will be affected?Scale How much of the organisation will be affected?
Magnitude By how much will it shift the current status quo?Magnitude By how much will it shift the current status quo?
Duration How long will it take?Duration How long will it take?
Strategic How prepared are we for resistance, problems Strategic How prepared are we for resistance, problems Importance and setbacks? Do we have the leadership?Importance and setbacks? Do we have the leadership?
From: Jones, Aguirre & CalderoneFrom: Jones, Aguirre & Calderone
Five features of a learning organisationFive features of a learning organisation
Systematic problem solvingSystematic problem solving
Experimentation with new approachesExperimentation with new approaches
Learning from their own experience & past historyLearning from their own experience & past history
Learning from the experience & past history of othersLearning from the experience & past history of others
Transferring knowledge quickly and efficientlyTransferring knowledge quickly and efficientlythroughout the organisationthroughout the organisation
Source: Garvin 1993Source: Garvin 1993
Five stages to organisational maturityFive stages to organisational maturity
UncertaintyUncertainty
AwakeningAwakening
EnlightenmentEnlightenment
WisdomWisdom
CertaintyCertainty
Source: Philip CrosbySource: Philip Crosby
Five ways organisations get stuckFive ways organisations get stuck
The suppressed organisationThe suppressed organisation
The hysterical organisationThe hysterical organisation
The knowing and angry organisationThe knowing and angry organisation
The frightened organisationThe frightened organisation
The task organisationThe task organisation
Source: Critchley and CaseySource: Critchley and Casey
5 parts to the PRIDE model5 parts to the PRIDE model
P eopleP eople
R esponsibilityR esponsibility
I nvolvementI nvolvement
D evelopment D evelopment
E xcellenceE xcellence
Five requirements for successful changeFive requirements for successful change
Shared mind-set the right culture to reach your goalsShared mind-set the right culture to reach your goals
Competence the required knowledge skills and attitudesCompetence the required knowledge skills and attitudes
Consequence appropriate measures, rewards, incentivesConsequence appropriate measures, rewards, incentives
Governance structure, communications systems, policiesGovernance structure, communications systems, policies
Capacity for the ability to improve work processes, to Capacity for the ability to improve work processes, to change change, and to learnchange change, and to learn
Leadership the quality of leadership to achieve your Leadership the quality of leadership to achieve your goalsgoals
From: UlrichFrom: Ulrich
Senge’s five disciplines Senge’s five disciplines
Shared vision Shared vision
Mental modelsMental models
Team learningTeam learning
Personal masteryPersonal mastery
Systems thinkingSystems thinking
Five forces that shape competitionFive forces that shape competition
Threat of new entrantsThreat of new entrants
Bargaining power of buyersBargaining power of buyers
Bargaining power of suppliersBargaining power of suppliers
Threat of substitute products or servicesThreat of substitute products or services
Rivalry amongst existing competitors Rivalry amongst existing competitors
Source: PorterSource: Porter
Five principles of change managementFive principles of change management
Always involve and seek the support of all affectedAlways involve and seek the support of all affected
Really understand where you are starting fromReally understand where you are starting from
Have clarity of outcomes with specific measuresHave clarity of outcomes with specific measures
Plan each stage of the process in measurable stepsPlan each stage of the process in measurable steps
Communicate early and often - don’t pull surprisesCommunicate early and often - don’t pull surprises
From: Alan ChapmanFrom: Alan Chapman
Five indicators of readiness for changeFive indicators of readiness for change
History of past change experiencesHistory of past change experiences
Clarity of expectationsClarity of expectations
Origin of driving issuesOrigin of driving issues
Support of top managementSupport of top management
Compatibility with organisational goalsCompatibility with organisational goals
Source: SchoonoverSource: Schoonover
Five elements of the vicious cycle of Five elements of the vicious cycle of organisational failureorganisational failure
No time for reflection, planning and learningNo time for reflection, planning and learning
No improvement in design and implementationNo improvement in design and implementation
Increasing need to do somethingIncreasing need to do something
Increasing failure and unplanned consequencesIncreasing failure and unplanned consequences
Go back to the top and start againGo back to the top and start again
Source: UK Government Office South WestSource: UK Government Office South West
The change six packThe change six pack
Establish change imperativeEstablish change imperative
Build the leadership and strategyBuild the leadership and strategy
Implement the changeImplement the change
Consolidate the gainsConsolidate the gains
Sustaining the new cultureSustaining the new culture
Establish the change imperativeEstablish the change imperative
Source: Michael JarrettSource: Michael Jarrett
Benchmarking: six categories of Benchmarking: six categories of
organisational effectiveness organisational effectiveness World classWorld class
Potential winnersPotential winners VulnerableVulnerable PromisingPromising
\\ Room for improvement Room for improvement Could do betterCould do better
Source: HansonSource: Hanson
Seven issues with measuring Seven issues with measuring organisational performanceorganisational performance
We are not sure:We are not sure:
What the key problems areWhat the key problems are
What is really happeningWhat is really happening
What we wantWhat we want
If we have the resources needed If we have the resources needed
Who is supposed to do whatWho is supposed to do what
How to get what we wantHow to get what we want
How to determine if we have succeededHow to determine if we have succeeded
Seven McKinsey ‘S’ frameworkSeven McKinsey ‘S’ framework
StructureStructure
SystemsSystems
StyleStyle
Shared valuesShared values
Staff Staff
SkillsSkills
StrategyStrategy
Source: McKinsey and CompanySource: McKinsey and Company
Seven ways leaders prepare for changeSeven ways leaders prepare for change
Pick up on environmental signalsPick up on environmental signals
Be energised about the futureBe energised about the future
Cut through complexity, get to the essence of all key issuesCut through complexity, get to the essence of all key issues
Set clear parametersSet clear parameters
Provide context and shared languageProvide context and shared language
Identify and engage significant stakeholdersIdentify and engage significant stakeholders
Tap into the best ideas wherever their sourceTap into the best ideas wherever their source
Source: Tichy and BennisSource: Tichy and Bennis
Seven indicators of organisational Seven indicators of organisational adaptabilityadaptability
OptimismOptimism
Self-assuranceSelf-assurance
InnovationInnovation
CollaborationCollaboration
PurposePurpose
StructureStructure
ProactivityProactivity
Source: David MillerSource: David Miller
Eight elements to the Business Excellence IndexEight elements to the Business Excellence Index
LeadershipLeadership
Delight the customerDelight the customer
Customer focusCustomer focus
Management by factManagement by fact
Process performanceProcess performance
People-based performancePeople-based performance
Continuous improvementContinuous improvement
Source: KanjiSource: Kanji
Eight characteristics of excellenceEight characteristics of excellence
LeadershipLeadership
AutonomyAutonomy
ControlControl
InvolvementInvolvement
Zero basingZero basing
Market orientationMarket orientation
InnovationInnovation
IntegrityIntegrity Source: Clutterbuck and GoldsmithSource: Clutterbuck and Goldsmith
Key issues for Key issues for
managing change managing change Vision and clarityVision and clarityA free flow of two way communicationA free flow of two way communicationClear roles and responsibilitiesClear roles and responsibilitiesMore leaders than managersMore leaders than managersHandling resistanceHandling resistanceLearning for allLearning for allCourageous patienceCourageous patienceMomentumMomentum
Eight errors when creating lasting changeEight errors when creating lasting change
Not establishing a great enough sense of urgencyNot establishing a great enough sense of urgency
Not creating a powerful enough guiding coalitionNot creating a powerful enough guiding coalition
Lacking a visionLacking a vision
Undercommiting the vision by a factor of tenUndercommiting the vision by a factor of ten
Not removing obstacles to the new visionNot removing obstacles to the new vision
Not planning for, and achieving short term wins Not planning for, and achieving short term wins
Declaring victory too soonDeclaring victory too soon
Not anchoring changes within the organisational cultureNot anchoring changes within the organisational culture
Source: John KotterSource: John Kotter
Nine tips for change agentsNine tips for change agentsBe open to data from the startBe open to data from the start
Network like crazyNetwork like crazy
Document your own learningDocument your own learning
Take senior management alongTake senior management along
Have no fearHave no fear
Be a learning person and model the wayBe a learning person and model the way
Keep your sense of humourKeep your sense of humour
Know the business before you try to change itKnow the business before you try to change it
Finish what you startFinish what you start Source: Chris TurnerSource: Chris Turner
Source: Uk Govt office South westSource: Uk Govt office South west
Nine key issues when changing cultureNine key issues when changing cultureCapture employee attention and interestCapture employee attention and interest
Get the whole organisation involvedGet the whole organisation involved
Create and maintain momentumCreate and maintain momentum
Build on core valuesBuild on core values
Sow the messageSow the message
Measure progressMeasure progress
Recognise and reward individual achievementRecognise and reward individual achievement
Commit to developing employeesCommit to developing employees
Foster individual initiativeFoster individual initiative Source: Bartlett and GoshalSource: Bartlett and Goshal
Peters and Waterman’s 8 Peters and Waterman’s 8 attributes of organisational attributes of organisational
excellenceexcellence A bias for actionA bias for action
Simple form/lean staffSimple form/lean staff
Close to the customerClose to the customer
Autonomy and entrepreneurshipAutonomy and entrepreneurship
Hands on, value drivenHands on, value driven
Stick to the knittingStick to the knitting
Productivity through peopleProductivity through people
Simultaneous loose/tight qualitiesSimultaneous loose/tight qualities
Managers who manage change well:Managers who manage change well:
Have vision not just reactionsHave vision not just reactions
Care more about achievement than statusCare more about achievement than status
Show they are committed not detachedShow they are committed not detached
Are accessible not unapproachableAre accessible not unapproachable
Are communicators not introvertsAre communicators not introverts
Are politically sensitive not politically ignorantAre politically sensitive not politically ignorant
Take responsibility rather than pass itTake responsibility rather than pass it
Are adaptable not inflexibleAre adaptable not inflexible
Are developing and learning not decliningAre developing and learning not declining
Source: Mike BichardSource: Mike Bichard
The nine elements of the The nine elements of the Business Excellence model Business Excellence model
Five Five enablers:enablers:
LeadershipLeadershipPeoplePeoplePolicy and strategyPolicy and strategyPartnership and resourcesPartnership and resourcesProcessesProcesses
Four Four results:results:PeoplePeopleCustomersCustomersSocietySocietyKey performance indicatorsKey performance indicators
Ten change principlesTen change principles
Address the human side systematicallyAddress the human side systematically
Start at the topStart at the top
Involve every layerInvolve every layer
Make the formal case, with written visionMake the formal case, with written vision
Create ownershipCreate ownership
Communicate the messageCommunicate the message
Assess core values, beliefs behaviours and perceptionsAssess core values, beliefs behaviours and perceptions
Address culture explicitly - define an end-state cultureAddress culture explicitly - define an end-state culture
Prepare for the unexpectedPrepare for the unexpected
Speak to the individualSpeak to the individual
Source: Jones, Aguirre & CalderoneSource: Jones, Aguirre & Calderone
““Organisation development is Organisation development is concerned with the planning and concerned with the planning and implementation of programmes implementation of programmes
designed to improve the designed to improve the effectiveness with which an effectiveness with which an organisation functions organisation functions and and
responds to changeresponds to change”.”.
Derek SheaneDerek Sheane
““The ultimate test of an The ultimate test of an organisation is not its past or organisation is not its past or current performance, but its current performance, but its
fitness for future actionfitness for future action”.”.
Derek SheaneDerek Sheane
“ “People will support People will support
what they helped what they helped to to
create” create”
Donald KirkpatrickDonald Kirkpatrick
Creating change isn’t easyCreating change isn’t easy
“ “There is nothing more difficult to take in There is nothing more difficult to take in hand, more perilous to conduct, or more hand, more perilous to conduct, or more uncertain in its success than to take the lead uncertain in its success than to take the lead in the introduction of a new order of things”.in the introduction of a new order of things”.
Nicolo MachiavelliNicolo Machiavelli
““Change takes place no matter what hates it…there must be Change takes place no matter what hates it…there must be measured, laborious preparation for change to avoid chaos” measured, laborious preparation for change to avoid chaos”
Source: PlatoSource: Plato
A key quote from Nancy DixonA key quote from Nancy Dixon
“ “The viability of an organisation as a whole, may rest on the ability The viability of an organisation as a whole, may rest on the ability of employees to continue to learn”.of employees to continue to learn”.
Source: Nancy DixonSource: Nancy Dixon
www.andrewgibbons.co.ukwww.andrewgibbons.co.uk
Excellence is Excellence is a journeya journey
notnota destinationa destination
What are the signs What are the signs of an of an
unhealthy unhealthy organisation?organisation?
HowHow
do we want to be do we want to be
different to, and different to, and
better than,better than,
the rest?the rest?
What is the What is the
purposepurpose of this of this
organisation?organisation?
Why do people Why do people
resist resist change?change?
Why to people Why to people
welcomewelcome change?change?