A change management resource – content of 100 slides
Created by Andrew Gibbons
More at: www.andrewgibbons.co.uk
Two types of organisational learning
Adaptive
Generative
Three ways to encourage executive development
Keep organisational layers and structure simple
Encourage cross organisational managerial working
Reward individual high performance
Source: Pearson
Three ‘r’s for optimal organisational performance
Revolution
Renewal
Resilience
Source: Hamel and Valingas
Three areas for leadership impact
Directing actions
Structuring actions
Energising actions
setting direction refining or changing course
creating the environment within which the organisation functions
triggering and inspiring performance-oriented, self-renewing behaviour
Three moves needed in any organisation
From perfection to performance
From commanding and controlling to empowering and energising employees
From producing a product to caring for a customer
Three tensions for change
Profitability
Short term
Whole
vs Growth
vs Long term
vs Parts
Three types of organisation
Those that make things happen
Those that watch things happen
Those that wonder what happened
Three rules for making an organisation great
Better before cheaper
…compete on differentials other than price
Revenue before cost
…prioritise increasing revenue over decreasing cost
There no other rules
…so to change anything you must follow rules 1 and 2
Three lessons we need to learn from success
When we succeed, we tend to give too much credit to our talents, our model,
or strategy, and too little to external factors and luck.
Success can make us so overconfident that we believe we don’t need to change anything.
We have a tendency not to investigate the true causes of good performance.
Source: Gino and Pisano
Three leadership strategy questions
What products and services should we offer and not offer?
What markets and types of customer should we service and not service?
How are we going to win?
Source: Cokins
Three reasons people oppose change long-term
They don’t have fundamental personal competencies
They don’t want to learn
They aren’t actively committed to the cause
Source: Elash
Three key issues on improving corporate performance...
Being different (and better) gets you noticed
It takes very little to be better than the rest
Most organisations won’t do what little it takes to be different to, and better than the rest
Three types of change
Developmental change
improvement of an existing situation
Transitional change
implementation of a new state: management of the interim transition state over a
controlled period of time
Transformational change
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 controlled
Source: Ackerman
Three personal needs in times of change
Control
Inclusion
Openness
Source: Teamtechnology.com
Three stages in an improvement journey
Preparation
Implementation
Embedding
Four components of corporate culture
Values
Heroes
Rites
Rituals
Four ways to kill good ideas
Delay
Fear mongering
Confusion
Ridicule
Source: John Kotter
Four blockages to organisational change
Ignorance – fear of the unknown
Lethargy – insufficient pace and urgency
Committees – stodgy bureaucracy
Inflexibility – aversion to risk or learning
Source: John Kotter
Four elements to the balanced scorecard
The financial perspective
The internal business perspective
The innovation and learning perspective
The customer perspective
Source: Kaplan and Norton
Four measures from the balanced scorecard
High quality products and services
Motivated and skilled employees
Responsive internal processes
Innovation and productivity
Source: Kaplan and Norton
Four considerations when outsourcing work
Efficiency
Cost
Flexibility
Capability
Four organisational characteristics
Organisations are:
Complex
Surprising
Deceptive
Ambiguous
Source: Shepko and Douglas
Four external factors to consider when planning strategic change
P olitical
E nvironmental
S ocio-demographic
T echnological
Four parts to the TORI model
T rust
O penness
R espect
I nterdependence
Four stages of the change process
Denying
Dodging
Doing
Sustaining
this does not affect us
ignore this, don’t get involved
this is very important, we have got to do it now
we have a new way of moving forward
Source: Rashford and Coghlan
Four essentials for change
Pressure for the change
A clear, shared vision
Capacity for change
Action
Source: UK Govt office south west
Four factors for enduring organisational success
Happiness
Achievement
Significance
Legacy
do people enjoy being here?
have we really mastered real problems?
does our product or service create real value for others?
is success being maintained by investing in people, innovation,
customer needs and systems?
Source: Nash and Howard
Crosby’s four absolutes of quality management
Conformance to requirements
Prevention not appraisal
Zero defects
Measuring the cost of non-conformance
Source: Phillip Crosby
Four reasons change management fails
Lack of consistent leadership
Demotivated staff kept in the dark
Lack of capacity: budget cuts, no spend-to-save policy, short term approach to
investment, stressed staff working hard to stand still
Lack of initiative to ‘do something different’
As an organisation, what are our...
S trengths
W eaknesses
O pportunities
T hreats
The four stages of change
Shock
Avoidance
Acceptance
Adaptation
Four stages to business process management
Strategise
Plan
Monitor and analyse
Take corrective action
Source: Frolick
Four options when change is needed
Appease
Accommodate
Challenge
Confront
Source: Andrew Gibbons
Four types of organisational orientation
Role orientation
Task orientation
People orientation
Power orientation
Source: Roger Harrison
Four reasons organisations are vulnerable
Ignorance
Inflexibility
Indifference
Inconsistency
Source: Paul Light
Four factors that determine the success of change
Duration and momentum of the programme
Integrity – ability of the project team to deliver on time
The commitment of top management all affected
Effort over and above the normal the initiative demands
Source: Sirkin et al
Four perspectives for change
The financial perspective
The customer perspective
Process perspective
Learning and growth perspective
Source: Kaplan and Norton
Four pillars for change
Metrics to emphasize new cultural priorities
Processes to integrate the new culture into the organisation
Programmes to build support for cultural change
Structures to create a framework for the new culture
Source: Charan
Four tools for change
Leadership tools
Culture tools
Power tools
Management tools
Source: Christensen et al
Four tasks for a Chief Executive
Focus on most significant stakeholder needs
Deciding what business you are in
Balancing the present and the future
Shaping values and standards
Source: A G Latley
The four stage innovation process
Generating
Conceptualising
Optimizing
Implementing
Source: Basadur and Gelade
The four ‘C’s of a confident organisation
Collaborative – doing things together
Creative – doing things first and better
Controlling – doing things right and the right way
Competent – doing things fast and efficiently
Four parts to the ACES change model
A
C
E
S
ctions
Specific behaviours that contribute to success
larity
Clear objectives leading to real success
nvironment
Factors required to achieve success
kills/knowledge
What people must know and do to achieve success
Excellence depends upon...
Caring more than others think is wise
Risking more than others think is safe
Dreaming more than others think is practical
Expecting more than others think is possible
Source: K Sriram
Four challenges for organisations
Developing rewards, recognition, and career opportunities for specialists
Creating unified vision in an organisation of specialists
Devising the management structure for an organisation of task forces
Ensuring the supply, preparation and testing of top management people
Source: Peter Drucker
Four characteristics of real change
Scale
Magnitude
Duration
Strategic Importance
How much of the organisation will be affected?
By how much will it shift the current status quo?
How long will it take?
How prepared are we for resistance, problems and setbacks?
Do we have the leadership?
Five lessons from effective organisations
Hire happy people
Train your people thoroughly
Treat your people exceedingly well
Seek customer feedback and act upon it
Ensure senior leadership hear directly from the front lines
Source: D Frances
Five parts the POMCE performance model
P
O
M
C
E
lan
rganise
onitor
ontrol
valuate
Five top management requirements for change
Create a sense of urgency
Develop competitor focus and awareness at all levels
Prove employees with the skills needed to be effective
Give time to digest one challenge before launching the next
Establish clear milestones and review mechanisms
Source: Hamel and Prahalad
Five organisational essentials
Mission
Values
Vision
Strategy
Balanced scorecard
Why we exist
What we believe in
How we will behave
What we want to be
What our competitive game plan will be
How we will monitor and implement the plan
Five parts to the SARAH change model
S hock
A nger
R ejection
A cceptance
H elp
Five key principles at Starbucks
Make it your own
Surprise and delight
Everything matters
Embrace resistance
Leave your mark
Source: Joseph Mitchell
Five things Starbucks wants all staff to be
Welcoming
Genuine
Considerate
Knowledgeable
Involved
Five features of a learning organisation
Systematic problem solving
Experimentation with new approaches
Learning from their own experience & past history
Learning from the experience & past history of others
Transferring knowledge quickly and efficiently throughout the organisation
Source: Garvin
Five stages to organisational maturity
Uncertainty
Awakening
Enlightenment
Wisdom
Certainty
Source: Philip Crosby
Five steps to improving organisational efficiency
Sort
Set in order
Shine
Standardise
Sustain
Five ways organisations get stuck
The suppressed organisation
The hysterical organisation
The knowing and angry organisation
The frightened organisation
The task organisation
Source: Critchley and Casey
Five parts to the PRIDE model
P
R
I
D
E
eople
esponsibility
nvolvement
evelopment
xcellence
Five requirements for successful change
Shared mind-set
Competence
Consequence
Governance
Capacity for
Leadership
the right culture to reach your goals
the required knowledge skills and attitudes
appropriate measures, rewards, incentives
structure, communications systems, policies
the ability to improve work processes, to change, and to learn
the quality of leadership to achieve your goals
Senge’s five disciplines
Shared vision
Mental models
Team learning
Personal mastery
Systems thinking
Five forces that shape competition
Threat of new entrants
Bargaining power of buyers
Bargaining power of suppliers
Threat of substitute products or services
Rivalry amongst existing competitors
Source: Porter
Five principles of change management
Always involve and seek the support of all affected
Really understand where you are starting from
Have clarity of outcomes with specific measures
Plan each stage of the process in measurable steps
Communicate early and often - don’t pull surprises
Five indicators of readiness for change
History of past change experiences
Clarity of expectations
Origin of driving issues
Support of top management
Compatibility with organisational goals
Source: Schoonover
Five characteristics of the ‘dream organisation’
You can be yourself
You’re told what’s really going on
Your strengths are magnified
The organisation stands for something meaningful
Stupid rules don’t exist
Five elements of the vicious cycle of organisational failure
No time for reflection, planning and learning
No improvement in design and implementation
Increasing need to do something
Increasing failure and unplanned consequences
Go back to the top and start again
The change six pack
Establish change imperative
Build the leadership and strategy
Implement the change
Consolidate the gains
Sustaining the new culture
Establish the change imperative
Source: Michael Jarrett
Six ways to counter resistance to change
Education and communication
Facilitation and support
Manipulation and co-optation
Participation and involvement
Negotiation and agreement
Explicit and implicit coercion
Source: John Kotter
Six parts the STEEPLE model for analysing external
macro environment factors
S
T
E
E
P
L
E
ocietal
echnical
conomic
nvironmental
olitical
egal
thical
Six parts the PESTLE model of market testing
P
E
S
T
L
E
olitical
conomic
ocietal
echnical
legal
nvironmental
Benchmarking: six categories of organisational effectiveness
World class
Potential winners
Vulnerable
Promising
Room for improvement
Could do better
Seven issues with measuring organisational performance
We are not sure:
What the key problems are
What is really happening
What we want
If we have the resources needed
Who is supposed to do what
How to get what we want
How to determine if we have succeeded
Seven McKinsey ‘S’ framework
Structure
Systems
Style
Shared values
Staff
Skills
Strategy
Source: McKinsey and Company
Seven ways leaders prepare for change
Pick up on environmental signals
Be energised about the future
Cut through complexity, get to the essence of all key issues
Set clear parameters
Provide context and shared language
Identify and engage significant stakeholders
Tap into the best ideas wherever their source
Source: Tichy and Bennis
Seven indicators of organisational adaptability
Optimism
Self-assurance
Innovation
Collaboration
Purpose
Structure
Proactivity
Source: David Miller
Eight elements to the Business Excellence Index
Leadership
Delight the customer
Customer focus
Management by fact
Process performance
People-based performance
Continuous improvement
Source: Kanji
Eight characteristics of excellence
Leadership
Autonomy
Control
Involvement
Zero basing
Market orientation
Innovation
Integrity
Source: Clutterbuck and Goldsmith
Eight key issues for managing change
Vision and clarity
A free flow of two way communication
Clear roles and responsibilities
More leaders than managers
Handling resistance
Learning for all
Courageous patience
Momentum
Peters and Waterman’s 8 attributes of organisational excellence
A bias for action
Simple form/lean staff
Close to the customer
Autonomy and entrepreneurship
Hands on, value driven
Stick to the knitting
Productivity through people
Simultaneous loose/tight qualities
Eight errors when creating lasting change
Not establishing a great enough sense of urgency
Not creating a powerful enough guiding coalition
Lacking a vision
Undercommiting the vision by a factor of ten
Not removing obstacles to the new vision
Not planning for, and achieving short term wins
Declaring victory too soon
Not anchoring changes within the organisational culture
Source: John Kotter
The eight Sunday Times 100 criteria
Leadership
My company
My manager
My team
Well being
Belonging
Giving back
Personal growth
Eight ways to develop a culture of candour and transparency
Tell the truth
Encourage upward truth telling
Reward contrarians
Practice having uncomfortable conversations
Admit mistakes
Go for learning from mistakes not blame
Recruit and support truth tellers
Set information free
Source: O’Toole and Bennis
Nine attributes of an innovative organisation
Challenge/involvement
Freedom
Trust and openness
Idea time
Playfulness and humour
Conflict
Idea support
Debate
Risk taking
Source: General Electric
Nine tips for change agents
Be open to data from the start
Network like crazy
Document your own learning
Take senior management along
Have no fear
Be a learning person and model the way
Keep your sense of humour
Know the business before you try to change it
Finish what you start
Source: Chris Turner
Nine key issues when changing culture
Capture employee attention and interest
Get the whole organisation involved
Create and maintain momentum
Build on core values
Sow the message
Measure progress
Recognise and reward individual achievement
Commit to developing employees
Foster individual initiative
Source: Bartlett and Goshal
Managers who manage change well...
Have vision not just reactions
Care more about achievement than status
Show they are committed not detached
Are accessible not unapproachable
Are communicators not introverts
Are politically sensitive not politically ignorant
Take responsibility rather than pass it
Are adaptable not inflexible
Are developing and learning not declining
Source: Mike Bichard
The nine elements of the Business Excellence model
Five enablers:
Leadership
People
Policy and strategy
Partnership and resources
Processes
Four results:
People
Customers
Society
Key performance indicators
Ten change principles
Address the human side systematically
Start at the top
Involve every layer
Make the formal case, with written vision
Create ownership
Communicate the message
Assess core values, beliefs behaviours and perceptions
Address culture explicitly - define an end-state culture
Prepare for the unexpected
Speak to the individual
Source: Jones, Aguirre & Calderone
“Organisation development is concerned with the planning and implementation
of programmes designed to improve the effectiveness with which an organisation
functions and responds to change”.
Derek Sheane
“The ultimate test of an organisation is not its past or current performance,
but its fitness for future action”.
Derek Sheane
“The greatest danger for most of us is not that our aim is too
high and we miss it, but that it is too low and we reach it”
Source: Michelangelo
“People will support what they helped to create”
Donald Kirkpatrick
“There is nothing more difficult to take in hand, more perilous to conduct,
or more uncertain in its success than to take the lead in the introduction of
a new order of things”.
Nicolo Machiavelli
“Change takes place no matter what hates it…there must be measured,
laborious preparation for change to avoid chaos”
Plato
“The viability of an organisation as a whole, may rest on the ability of
employees to continue to learn”.
Nancy Dixon
www.andrewgibbons.co.uk