10. Mobilisation and Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Section Objectives
• Introduce the basic concepts of mobilisation and leverage.
• Introduce the mobilisation building blocks and how they relate to more
traditional practice approaches:
– Mobilisation events.
– Town meetings.
– Change agents.
– Action Learning Teams.
• Suggest how mobilisation building blocks can be used on projects.
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RUNNING
HEAD:
10 BOLD ALL CAPS
OBJECTIVES
OF MOBILISATION
AND LEVERAGE
Mobilisation and leverage interventions
Objective of Mobilisation and
Leverage Interventions
How They Work
• Generating involvement,
ownership and buy-in.
“Move an organisation towards
a purpose while achieving
• Creating momentum, energy,
and focused action.
• Leveraging consulting
resource.
• Leveraging organisation skills
and knowledge.
• Communicating widely and
quickly.
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RUNNING
HEAD:AND
10 BOLD
ALL CAPS
MOBILISATION
LEVERAGE
IN RESULTS DELIVERY
Three key components of change deliver lasting
improvement in business performance
“Improve”
•
Identify opportunities to
improve performance, and
implement changes to
achieve them, e.g.:
“Mobilise”
• Mobilise and leverage
the appropriate parts
of the organisation to
support the changes
“Sustain”
•
Build the capability to
sustain the changes and
continue to improve, e.g.:
– Strategy
– Business planning
processes
– Process improvement
– Key performance indicators
– Process re-engineering
– Management development
– Cost reduction
– Personal performance
management and
development systems
– Information Management
Mobilisation supports the changes needed to improve and sustain the
business.
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MOBILISATION
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10 BOLD
LEVERAGE
ALL CAPS
IN RESULTS DELIVERY
What is the business case for mobilisation and leverage?
• The primary benefit is as an enabler of sustainable change, not a deliverable
in its own right:
– A large amount of energy and emotion is released, which can be harnessed to drive the project
forward.
• Benefit derives from the deliverables for the project and workstreams:
– Mobilisation can accelerate, giving a cash-flow impact.
– Mobilisation can spread best practice, multiplying the effect.
– Mobilisation involves and empowers, increasing support and lowering resistance to change.
– Mobilisation provides context, and creates an alignment of activity with the organisational
goals.
– Mobilisation can touch sufficient people to get a critical mass of support.
– Mobilisation can reframe thinking and create breakthrough solutions.
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HEAD:AND
10 BOLD
ALL CAPS
MOBILISATION
LEVERAGE
IN RESULTS DELIVERY
Many longstanding Gemini approaches include elements of
mobilisation and leverage
• Most project designs include streams designed to:
– Communicate effectively across the organisation:
• Launch
• Newsletter
• Helpline
• Suggestion scheme
• Roadshows, etc.
– Gain organisational buy-in and alignment:
• Executive/top management off-sites
• Workshops
• “Coaching” (especially in change skills)
• The typical project process includes:
– Cross-functional team building/problem solving (NWTs, Joint Team).
– Involvement/validation by those affected by change (Brown/White Paper Fairs).
• Additionally, Gemini has strong process and facilitation skills.
See also “Communications” section.
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HEAD:AND
10 BOLD
ALL CAPS
MOBILISATION
LEVERAGE
IN RESULTS DELIVERY
However, these approaches can have limitations, if used in
isolation
Limitations of Approaches
Used in Isolation
•
Joint Team, NWT members and clients
touched are not always sufficient to
achieve critical mass.
Benefits of Using With
Mobilisation Tools
•
Can reach many more people than
before, helping to achieve critical mass.
•
Can touch other parts of the
organisation, broadening the
transformation and awareness of
Gemini.
•
Can get “boxed in” organisationally,
working in one part of the business,
reducing transformation impact.
•
Communications streams often use
passive media, such as newsletters.
•
Powerfully engages people around the
change objectives.
•
Too slow!
•
Can cycle compress implementation.
•
Can generate only incremental, rather
than framebreaking change.
•
Can be used to achieve radical change
and stretch targets.
The limitations are becoming more significant as our clients become bigger,
more complex, and expect more consultant leverage.
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Mobilisation Building Blocks
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MOBILISATION
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10 BOLDBLOCKS
ALL CAPS
There are four basic mobilisation and leverage building
blocks
Building Block
•
Mobilisation Events
•
Town Meetings
Description
•
Large groups, usually cross-functional, multi-level—which
have a role to play in, or are affected by, specific sets of
changes in the way they do business.
•
Forums for large groups of employees, usually multi-level, to
address questions to, and get answers from, senior
management concerning any aspect of the business:
• Can be component parts of Mobilisation Events.
•
Action Learning Teams
•
Client teams, usually led by a Change Agent, which create
opportunities for radically different ways of improving and
behaving through a process of discovery.
•
Change Agents
•
Clients who are trained by Gemini to coach and deliver
mobilisation and leverage interventions.
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MOBILISATION
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
Mobilisation Events are not one-off, isolated occasions
• They must have a clear purpose within the Project Design:
– Clear objectives, e.g. generate To-Be process.
– Clearly defined inputs, outputs and next steps e.g. NWTs, RATs, ATs.
• The participant list should be driven by the objectives, but is usually:
– Cross functional.
– Large (400 is the largest so far).
– Mixed levels.
• The ground rules for behaviour model other Gemini interventions, including
Town Meetings.
• To reinforce commitment, they should always generate actions:
– Fully-fledged workstreams.
– Action Learning projects.
– Personal action plans.
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MOBILISATION
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
During successful Mobilisation Events, participants
experience a predictable mindset change cycle
Strong
Positive
Mindset
Change
Cycle
Overcome
obstacles to
change
Engage
Create new
frame
Neutral
Break current
frame
Strong
Negative
Intellectual
Cycle
• Prepare to • See business
suspend
issues from a
normal
new perspective
prejudices/
be objective
Emotional
Cycle
• Recognise
existing
feelings as
legitimate
• Begin to accept validity
of new business
perspective and goal set:
global competition, shared
aspirations, leveraging
resources, winning
• Feel demoralized/ • Begin to want to change,
angry about the
but don’t know how; angry
status quo
that recipe not given
• Explicitly raise and address
personal and organizational
obstacles to change
• Define actions and
workstreams; shift to line
manager ownership
• Begin to feel change is within
their grasp/first steps are clear
• Feel need to change
The design of the Event must ensure that participants are not at the emotional
low when it finishes.
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
Mobilisation Events have been used to initiate actions and
projects to fix the Product Creation Process
• Example: Electronics Company
•
Attendees:
– Top 50 managers.
•
Objectives:
– Identify key breakdowns in Product
Creation and associated processes.
– Develop possible solutions to Product
Creation Process (PCP) problems.
– Gain commitment to launch and support
projects to fix PCP and related processes.
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
Agenda (2 days)
Evening
• MD Welcome
• Outside speaker:
–Business Transformation Case Study
(Plenary)
Day 1
• Introduction to Business Processes
(Plenary)
• Examples of PCP failures
(Plenary)
• Idea generation for Development
Processes; As-Is mapping of marketing
processes, and idea generation
(small group work)
• Report back
(Plenary)
• Prioritisation of PCP improvements
(small group work)
• Report back
(Plenary)
Morning 2
• Action planning (small group work)
• Report back
(Plenary)
• Close
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MOBILISATION
HEAD:BUILDING
10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
The Event agenda must reflect the mindset change cycle
Strong
Positive
Overcome
obstacles to
change
Engage
Create new
frame
Neutral
Break current
frame
Strong
Negative
Introduction
Typical Agenda:
Background
Scene setting
Injection
of data
Small group
work to identify
ways forward
Report back
to whole
group
Small group
work to
refine
solutions
Report
back to
whole
group
• Each session needs to be clearly defined:
– Objectives
– Inputs
– Outputs
As a stream progresses, the low point in the cycle will not be so marked.
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
Properly planned, Mobilisation Events can create leverage
• Events, although time consuming, can be time effective:
– Usually can get more senior management time to work issues.
– Gathers all key players together.
– Forces pace in terms of decision-making.
– Much more effective use of “part time” resource.
– Emotional and intellectual energy can create breakthrough results.
• Consultants can use Events to cycle compress and manage time:
– Gains greater understanding and commitment faster.
– An alternative to NWTs as an approach to managing streams of work: for example at a retail
client:
• 1 Consultant and 1 Joint Team member manage 3–5 streams.
• Normal NWT approach might suggest 2–3 consultants and 5–7 Joint Team members.
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
Mobilisation Events can be organised as a vertical cascade
down the organisation
Example Event Description
• Participants in
one Event
lead the
cascade
Events lower
down, as
appropriate
•
Corporate and senior business managers
generate Corporate initiatives, set targets
and track progress.
•
Senior business managers and middle
management clarify implications of
corporate initiatives, and generate
projects to meet targets.
•
Cross functional senior, middle and junior
management use mobilisation Events as
part of project architecture.
•
Analysis and data are carried from one
session to another to build learning and
capabilities.
CASCADE
Town Meetings can be similarly used to cascade messages through an
organisation rapidly.
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
There are some clear CSFs for Mobilisation Events
• Clear objectives and required outputs from the Event.
• Commitment and support from the owner of the Event.
• Carefully prepared input (garbage in, garbage out):
– May have taken weeks or even months:
• Brown papers.
• Focus interviews/executive interviews.
• Other analysis.
• Carefully design the agenda:
– Clear objectives and outputs from each session.
– Manage the mindset change cycle.
– Actively involve all participants as much as possible:
• Minimise the lecturing.
– Vary the nature of the sessions to avoid boredom.
•
Sufficient facilitators and floating resources to cope with the unexpected.
• Facilitators well briefed on the content and outputs for each session.
• Good logistics management during the Event.
• Clear, unambiguous RACI.
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10 BOLDBLOCKS:
ALL CAPSMOBILISATION EVENTS
Do not underestimate the resources needed for an Event
• Manpower for:
Preparation
• Event and venue logistics,
including invitations.
• Agenda design and
specification of session
outputs.
• Injections of data.
During the Event
• One facilitator per small
working group (typically
10–12 people).
• One overall Event
facilitator.
• Facilitator training.
• One floating facilitator per
7 or 8 small working
groups.
• Briefing the owner.
• Secretarial/Mac resource.
Follow-up
• Debrief with the owner.
• Send out copies of the
output (if not done at the
Event).
• Plan how commitments
and action plans will be
followed up.
• Cost:
– The cash cost will clearly vary depending on the scale of the Event, the location, and the
sophistication.
– The hidden cost is having a large number of managers out of the business for the duration,
including travelling time.
– Mobilisation events are now priced seperately on the Gemini pricing sheet.
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10 BOLDBLOCKS:
ALL CAPSTOWN MEETINGS
A successful Town Meeting requires careful planning and
management
• Preparation:
–
–
–
–
Coach senior management group about their role.
Plan how questions will be collected and asked.
Facilitator should understand the “big issues” that are likely to arise.
Manage invitation and venue logistics.
• During the Town Meeting:
– Manage the nature of the questions according to the emotional level of the meeting.
– Senior management answer questions, not give lectures.
– Senior management should take decisions, rather than just give information, if the decision
demands.
– Focus on the issues—not the emotions and personalities.
– Check that questions have been answered satisfactorily.
– Record all commitments and questions that are deferred for lack of information.
• Follow-up:
– Debrief senior management.
– Distribute meeting summary and next steps.
– Ensure outstanding questions are answered, and decisions implemented.
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10 BOLDBLOCKS:
ALL CAPSCHANGE AGENTS
Change Agents are the key to real leverage
• Change Agents should be:
– High fliers.
– Well respected in the organisation.
– Able to influence people.
• Change Agents need training to deliver Mobilisation Events and Town
Meetings, and lead Action Learning Teams:
– Change Management skills.
– Project design management skills.
– Team building skills.
• Change Agents need support:
– Senior management mentors:
• To guide the Change Agents.
• To help them overcome obstacles.
– Offline coaching:
• Day-to-day project management issues.
– Network of other Change Agents where possible.
Change Agents also need a clear mandate from senior management if they are
to be effective.
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10 BOLDBLOCKS:
ALL CAPSACTION LEARNING TEAMS
Gemini needs to create the conditions for Action Learning
Teams to succeed
• Action Learning Teams are:
– Usually led by Change Agents.
– Usually part time.
– Charged with solving a specific problem.
– Temporary.
• The CSFs are:
– Charter requires a “Breakthrough”.
– Change Agent selection and training.
– Visible senior management support and commitment.
– Explicit commitment of superiors to the time contract of team members for regular role and
ALT role.
– Mentoring role of senior managers with Change Agents.
– Clear date for reporting back achievements to senior management.
– Regular support, coaching and progress checking by Gemini/project office with Change
Agents.
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10 BOLDBLOCKS:
ALL CAPSACTION LEARNING TEAMS
Action Learning Teams are the highest form of leverage,
both of the organisation and consultants
•
Action Learning Teams tend not to be as driven by established procedures or skills as a Gemini NWT
or Analysis Team, but offer much more leverage.
•
Action Learning Teams provide the opportunity for invention and reflection, creating the
environment for the client to develop breakthroughs in performance.
NWT
•
•
•
•
Medium learning
Medium leverage
High control
Strong deliverables
Analysis
Team
•
•
•
•
Action
Learning
Team
High learning
High leverage
Low control: higher failure rate
Patchy deliverables
•
•
•
•
Patchy learning
Low leverage
High control
Very strong deliverables
High leverage models contrast strongly with other Gemini approaches in
terms of the control that can be exercised.
See also “Task-based Teams” section for other types of teams on projects.
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HEAD:BUILDING
10 BOLDBLOCKS
ALL CAPS
Client expectations need to be very carefully managed
when using mobilisation building blocks
• Mobilisation Events are costly and high profile:
– Clients need to understand why we are doing them and where they fit in, so that they can
support or defend them.
• Town meetings need careful preparation, time and personal investment from
senior management
– Higher potential return in mobilisation but higher related risk in managing process and
outcomes.
• Action Learning Teams are “high leverage, low control”:
– Clients need to understand why we are doing them, and what to expect in terms of benefits and
deliverables, compared with other consulting approaches.
– Mobilisation benefits are primarily in terms of enhancing other outcomes and benefits:
– Seldom directly quantifiable.
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Mobilisation in Projects
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MOBILISATION
HEAD:IN10
PROJECTS
BOLD ALL CAPS
There are two different levels of mobilisation
• Transformation mobilisation:
Mobilise the entire organisation around the
transformation.
• Stream mobilisation:
Mobilise the affected parts of the organisation around
the stream:
– This is appropriate in transformation and non-transformation
projects.
Mobilisation should never be a separate stream, but an integral part of the way
we deliver projects.
See also “Project Design” section.
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MOBILISATION
HEAD:IN10
PROJECTS:
BOLD ALL TRANSFORMATION
CAPS
MOBILISATION
What does a mobilised organisation look like?
• Vision and values are clear and understood.
• Vision translated to every job—employees know how they contribute.
• Individuals feel a sense of ownership of the company’s performance.
• Forums exist for individuals at all levels to contribute to defining how the
vision will be implemented.
• Communication is fast and fluid and a by-product of involvement:
– Understanding and knowledge are sources of competitive advantage for the organisation, not
individuals.
• Improvement initiatives are ambitions, focused top-down and driven bottomup, and encounter little resistance (there are few surprises; the whole
organisation is actively engaged).
• Once a direction is chosen or decision is made, it moves fast:
– Faster than competitors because of an aligned and committed workforce.
Since Transformation requires a business to work with new paradigms,
mobilisation needs to be part of the project design.
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MOBILISATION
HEAD:BUILDING
10 BOLDBLOCKS;
ALL CAPSMOBILISATION EVENTS
Over time at the Electronics client, a model of horizontal
cascades developed
CII
CII
FUa(2) CII
FU(3)
CII
FU(4)
• PCP focus
Change
Agent
Training
Projects
to
fix PCP Project
facilitation
• Train Change Agents for PCP projects
Change
Management
Programme
• Focus on Development Resource
Allocation Process
OEM
Centurion
• Focus on quotation process
• Allow priorities to be set
Business
Planning
Centurion
• Focus on strategic
planning process
CII
FU(5)
• Review
achievements
Analysis and data are carried from one session to another to build learning
and capabilities.
a. FU = follow up.
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MOBILISATION
HEAD:BUILDING
10 BOLDBLOCKS
ALL CAPS
The mobilisation building blocks complement other Gemini
technologies
• Mobilisation Events can be combined with NWTs, RATs and Analysis Teams
in many ways, e.g.:
Process re-engineering
NWT
NWT
Event
Event
• Launch
• Review charter
• Initial idea generation
Quick hit improvements
RATs
Event
Event
• Launch
• Identify quick hits
Develop strategic intent
• Report back on
achievement
AT
Event
• Launch
• Review current
strategy,
emerging issues
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
• Generate To-Be
from As-Is
AT
AT
Event
Event
• Review
initial
findings
• Develop
outline
strategic
options
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10 BOLDBLOCKS
ALL CAPS
The mobilisation building blocks complement other Gemini
technologies (cont.)
• Facilitation skills are important for all the building blocks:
– Mobilisation Events require challenging facilitation to deliver the outputs.
– Good facilitation is key to the success of Town Meetings.
– Change Agents need to be trained in facilitation.
• PS/TB is equally a core requirement:
– This is at the heart of the small group work sessions in Mobilisation Events.
– Again, a core skill for Change Agents to use with their teams.
• Joint Teams can be involved in preparing and running Mobilisation Events
and Town Meetings.
• Executive Steering Groups are just as relevant to managing the project
when using mobilisation and leverage building blocks.
• Client communications and newsletters are still necessary, reaching even
larger audiences and informing them of the projects, progress and changes.
See also “Client Communications” section.
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MOBILISATION
HEAD:IN10
PROJECTS:
BOLD ALL TRANSFORMATION
CAPS
MOBILISATION
The initial mobilisation architecture should be developed at
the Project Design stage
• The data needed would usually be collected during the Scoping phase.
•
The project design should consider the three key dimensions:
Improve
Mobilise
Sustain
• The top clients should be involved as early as possible to create additional
ownership and gather further insights:
– The Transformation Map is a powerful tool for this.
– Not every population should be targeted
See also “Transformation Mapping” section.
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MOBILISATION
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PROJECTS:
BOLD ALL TRANSFORMATION
CAPS
MOBILISATION
The mobilisation imperatives are the gap between the As-Is
and the mobilised To-Be organisation
Internal
(Executive & Focus Interviews)
External Benchmarks
•
Industry
•
Including:
Their issues
•
•
Industry leaders
Skills
•
•
Technology trends
Who they admire
•
•
Customer trends
What do they think needs to be done?
•
•
Competitor actions
What are they doing?
•
•
Different geographic markets
What has been tried?
•
History: Background, training;
mobilisation, initiatives, change
programmes
Organisation As-Is
•
Power imbalances
•
Disconnected
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Organisation To-Be
Mobilisation Imperatives
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•
Power balances
•
Connected
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PROJECTS:
BOLD ALL TRANSFORMATION
CAPS
MOBILISATION
The mobilisation architecture—the plan to move the
organisation—can be developed based on the imperatives
• Example: European Retailer (process took about 1 month)
Mobilisation Imperatives
Organisation As-Is
•
•
CEO/Division divide
•
Financial underperformance
•
Buying and merchandising
Organisation To-Be
Partnership between Retail
Operations and Buying &
Merchandising
•
CEO/Divisional MD team
•
•
Strong financial returns
Raise management competence
•
•
World class retailer
Standards set and maintained in
basic
•
Customer driven
•
Entrepreneurial culture
•
Empowered store managers
•
Respected management capability
•
Staff identify with divisions and
corporate
Mobilisation Architecture
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
•
Large (300 person) Events focused
on store manager, with CEO, MDs
and other executives present
•
Event for top 130 to develop the
vision
•
Develop Executive Group (CEO &
MDs)
•
Cross corporation management,
store managers and sales staff
development workshops
•
NWTs to engage middle management
on supply chain and retail best
practice
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MOBILISATION
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PROJECTS:
BOLD ALL STREAM
CAPS
MOBILISATION
Mobilisation building blocks are valuable within individual
streams too
• The same three key dimensions are relevant to the stream design:
Improve
Mobilise
Sustain
• Mobilisation seeks to create shared ownership and momentum for problems
and their solution through involvement.
• The benefits can include:
– Gain a critical mass of support for the change.
– Reduce resistance to change.
– Compress the time to implement change.
– Leverage the organisation’s knowledge and experience.
– Leverage the consulting resource.
– Embed learning so efforts are sustaining.
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PROJECTS:
BOLD ALL STREAM
CAPS
MOBILISATION
Small scale Mobilisation Events have been used to develop
shared visions and business plans
• Example: Chemicals Company (6 months):
Understand
implications of
corporate history
How well are we
performing?
What are our core
What are the options
competences and
for the business in
improvement opportunities?
the future?
Develop shared
vision
Launch
initiatives
and deploy
resources
Leadership
Group Events:
•
•
Action Learning Team of high-potential middle managers supports leadership by preparing high-quality analyses, insights, and
recommendations.
Action Learning Team members later used to lead projects to begin making the vision happen.
• Example: Electronics Company (2 months):
• Agree process
• Surface initial
concerns
• Review findings
• Raise issues
AT
• Review of market,
customers,
competitors and
costs
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
• Review draft
restructuring plan
• Raise issues
AT
• Agree restructuring
plan
• Review analysis
• Raise issues
AT
• Additional
analysis
• Develop draft
restructuring
plan
• Revise restructuring
plan
• Analysis of new
markets, industry
trends
• Review
Business Plan
• Raise issues
AT
• Additional analysis
• Product range
requirements
• Draft Business Plan
Proprietary to Gemini Consulting 4/13/2015
• Finalise
Business Plan
AT
• Revise
Business Plan,
add action
plans
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PROJECTS:
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CAPS
MOBILISATION
A combination of Analysis Team, mobilisation Events and coaching have been
used to drive project workstreams from the Strategy and Operating Plan
NWT
AT
Board
Review
CEO
Presentation
Coached Operating
Plan Development
NWT
Board
Review
Project
Workstreams
NWT
NWT
Strategy Development
Operating Planning
Event 1
(50 people)
Operating Planning
Event 2
(80 people)
The Managing Director was very pleased with the level of commitment to the
operating plan and project workstreams.
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MOBILISATION
A two day, 100-person Event kicked off five major streams, identified training
needs, and highlighted the need to “just do” other things
Steering Group
HR Kick-off Event
10–15 workshops for
25–40 people each
Management Capability
Performance Mgmt
NWT
Branch Mgr Dev
NWT
Sales Staff Dev
NWT
Productivity
NWT
• All of these streams will use NWT
members from the Kick-off Event,
and will use mobilisation tools to
pilot cross-divisional processes in
lead divisions
• Led by 1 Gemini consultant and 1
joint team member
TM
HR Change Skills Training
Action Learning Team
Action Learning
Team
Workshops for over
100 HR professionals
Specific Action Plans
• Equal opportunities
• Cross-division job opportunities
The kick-off Event was key to setting priorities and gaining commitment.
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MOBILISATION
Mobilisation Events were used to accelerate the implementation of
performance planning and monitoring systems in a 7-division business
•
60 people:
– Mainly from divisions.
– 20 positioned as NWT members.
•
Inputs: As-Is from A&D.
•
Outputs: Strawman To-Be.
•
Presentation to CEO and MDs at the end:
– Builds.
– Sign off.
June
July
August
September
October
NWT: Strategy Planning Process
NWT: Key Performance Indicators
NWT: Budget Process
NWT: Capex
NWT: Operating Planning Process
Resources:
Achievements:
•
60% Gemini consultant.
•
•
11/
2
To-Be
refinement
Compressed:
– Budget cycle (6 months to 6 weeks).
– Capex cycle (9 weeks to 3 weeks).
Joint Team members.
•
Introduced:
– Strategic and Operating planning processes.
– Key Performance Indicators.
•
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
Reviewed first set of Operating Plans on
15 September.
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CAPS
Mobilisation has been used in a number of A&D’s and is planned to
take an increasingly prominent role in scoping transformation
Typical time
line (Weeks)
Phase
Elements
1–2
3–4
• Introduction to Business
• Clarifying issue
• Identifying
alignment/energy
5–6
• Sizing issue
• Creating insights
• Earning right
• Developing
way forward
7–8
• Project start-up
Board and functional focus interviews
Mobilisation
Tool
Top management team workshops
Mobilisation events
Town meetings
Mobilisation accelerates and deepens client buy-in and can compress the
cycle time.
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At a retail client, it was key to consistently developing the
Board, and took 4 not 6 weeks as a Scoping phase
Week 1
Time Line
Phase
Elements
Week 2
• Clarifying issue
EI
• Sizing
issue/creating
insights
Board
Board updates
Week 3
• Developing way
forward
• Project start up
Board Project Design
ESG
ATs
RATs
NWTs
Group
Work
FI
Town
Meetings
Week 4
Departmental
[Some diagnostics]
Functional Project Design
• Upward momentum
(after executive &
focus interview
state)
• Roll out
Mobilisation is not just for the “Masses”.
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Judgement and timing are key when mobilising within an
A&D, but the rewards can be great
Benefits
Caveats
Board Executive
Interviews (EI)
• Eliminates:
–Many unnecessary hours of individual EIs and feedback
–Hours of analysis and panel smithing
• Demonstrates how the Board work together
• Facilitates concensus:
–Manages conflict
• Builds tremendous springboard into:
–Board updates
–Board project design
• Moves the Board on in their understanding of themselves
and the Business
• Develops total Board relationship necessary for Results
Delivery transition
• Develops consistent/sustainable Board trust
• Retain a number of 1:1 meetings with key clients to:
–Capture differences/dissent
–Handle highly confidential information
–Build partner relationship with MD/KIs
Functional
Focus
Interviews (FI)
• Eliminates unnecessary hours of individual meetings to
collect and feed back
• Captures whole department
• Depersonalises
• “Educates” lower levels within Organisation
• Lays foundation for Results Delivery co-operation
• Retain a number of 1:1 meetings with key clients to:
–Capture differences/dissent
–Handle highly confidential information
–Build partner relationships
Town Meetings
During weeks 2–5
• Groundswell/approval of need confirmed
• Data inputs to Study Design or Project Design
• Starts expectation of communication
• Be clear on type and outputs of meeting
• Timing is vital to use outputs correctly
During weeks 5–8
• Updating mechanism
• Roll-out mechanism
• Launches format for wider data collection/problem-solving
forums
• Can be extended as a vehicle for workstream acceleration
within RD (e.g. leaping from As-Is to To-Be)
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RUNNING
MOBILISATION
HEAD:IN10
PROJECTS:
BOLD ALL A&D
CAPS
At a retail client we directed the Board and mobilised the
masses
MD & KI interview
1:1
2 issues:
• How to expand to Continent
• How to destroy Retail Ops mafia
• Issue identification:
–Background
–Themes
–Prioritisation vs Strategic Intent and
Ops plan
–Current initiatives
–Reasons for failure
Study Planning
• Business targets vs progress on
current initiatives:
–Gap analysis
–Study/next steps design
Study Findings
Functional FIs
27 ISSUES!!
(all UK based)
2 key issues:
• Strategy
• LFL decline
We saw hidden issues:
• Board weaknesses
–Lack of decision making
–Lack of focus
–Unused to working together
Board starts to recognise
own weaknesses
Board Updates
•
•
•
•
•
Confirmation
Sizing
Redirection
Reprioritisation
Decision making
• Analysis
• Findings
Creating Board
confidence
• Energise
• Legitimatizes
Board Project Design—using Metaplan
Town Meeting
(i) Preliminary design data
– Internal
– External
• [inter meeting detail design]
• Feedback
(ii) Ratification of Design and Targets
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RUNNING
MOBILISATION
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PROJECTS
BOLD ALL CAPS
Although we are still experimenting with what to use when,
we can outline some initial ideas
Possible use of mobilisation tools
Task
Mobilisation Events
Town Meetings
Change Agent/
Action Learning
Team
Possible other tools
also employed
• Analysis Teams to inject
data into
Events/structure and
further develop
hypotheses and
recommendations
discussed at Events
• Analysis Teams to
benchmark
• NWT to codify Best
Practice
• NWT to implement
Best Practice
• Develop
strategic intent
• Develop
business
strategy
• Develop intent/strategy
with senior management
• Gain commitment of
senior/middle
management to the
intent/strategy
• Communicate
strategy/intent to the
whole company
• Evaluate and
implement new
business
opportunities
• Develop intent
• Identify best
practice
• Bring together
practitioners to identify
Best Practice
• Bring together
practitioners to
disseminate
• Communicate activity
around Best Practice
and surface concerns
• Codify Best
Practice
• Implement Best
Practice
• Create new
practices
• Process
improvement
• Process reengineering
• Generate As-Is
• Validate As-Is and
generate To-Be
• Validate refined
ToBe
• Communicate activity
around process
improvement/
re-engineering and
surface concerns
• Construct As-Is • NWT to construct As-Is
• NWT to refine To-Be
• Refine detail of
To-Be
• NWT to implement
To-Be
• Implement To-Be
• RATs to effect “Easy
Wins”
• Organisational
redesign
• Organisational
right-sizing
• Different parts of the
organisation work
through the
implications of the
new organisation
• Communicate the new • Develop new
organisation, the
teams, post the
underlying rationale,
changes
and surface concerns
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• Analysis Teams for
sensitive
organisational
design/right-sizing ToBe
• NWTs to map As-Is
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Learning from Experience
•
Current experience is project based, and only a starting point:
Client
Tools Used
Key People
Consumer
Electronics
Mobilisation Events
Town Meetings
Change Agents/Action
Learning Teams
John Bateson
Jayne Buxton
Marc Coladon
Gavin Fraser
Faith Gibson
Joanna Horsfall
Mark Harford
VMS 340 3503
340 3196
441 2047
340 3222
340 3100
340 3245
340 3235
Retail
Mobilisation Events
Town Meetings
David Barrett
Carrie Coombs
Peter Keuls
Mary Kennedy
Harry Steadman
340 3182
340 3205
340 3262
340 3261
340 3337
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Learning from Experience (cont.)
Client
Tools Used
Key People
FMCG/Drinks
Action Learning Teams
Peter Keuls
Faith Gibson
John Riker
Chris Tchen
VMS 340 3262
340 3100
340 3316
340 3341
Financial
Services
Action Learning Teams
Mobilisation Events
Faith Gibson
Peter Keuls
John Riker
Chris Tchen
340 3100
340 3262
340 3316
340 3341
Gavin Fraser
Didier Bonnet
340 3222
340 3189
Mobilisation in A&D’s
GDBP Guidelines—Discovery—Mobilisation & Client Leverage
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