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?