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© Resource Welcome to Do we know the mess we're going to get into? with Tony Mann of Resource Strategic Change Facilitators www.resourcestrategicchange.com.

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Presentation on theme: "© Resource Welcome to Do we know the mess we're going to get into? with Tony Mann of Resource Strategic Change Facilitators www.resourcestrategicchange.com."— Presentation transcript:

1 © Resource Welcome to Do we know the mess we're going to get into? with Tony Mann of Resource Strategic Change Facilitators

2 © Resource Buy-In/Behaviours Roles, Skills, Attributes & Knowledge Organisational Systems Organisational Structure/ High Level Processes Strategic Focus & Values Process Iceberg® Change Model © Resource Strategic Change Facilitators Externally Focused Strategy Resolving Generated Problems

3 © Resource Buy-In/ Behaviours Roles, Skills, Attributes & Knowledge Organisational Systems Strategic Focus Values Process Iceberg® Change Model – Implementation Customer care skills Right information always available Comprehensive information Never missing deadlines Customers satisfaction Co-operation Buy-in © Resource Strategic Change Facilitators Organisational Structure/ High Level Processes Customer Service Process

4 © Resource Negative Emotions Roles, Skills, Attributes & Knowledge Organisational Systems Strategic Focus & Values Process Iceberg® Change Model - Exploring Issues Missing deadlines Customers dissatisfaction Lack of Customer care skills Symptom Right Information not always available Customer Service Process Incomplete information Lack of Co-operation Action Cause © Resource Strategic Change Facilitators Organisational Structure/ High Level Processes

5 © Resource Roles, Skills, Attributes & Knowledge Organisational Systems Strategic Focus &Values Process Iceberg® Change Model Buy-In/ Behaviours Culture Capability Competence © Resource Strategic Change Facilitators Organisational Structure/ High Level Processes

6 © Resource Positive Emotions and Behaviour Strategic Focus & Values Determine the Core Values of the organisation. Explore what this will mean in terms of organisational ethos. Organisational Structure/ High Level Processes Organisational Systems The systems, processes, which need to be put in place to measure the KPIs in order to make the delivery of the goals possible. Roles, Skills, Attributes & Knowledge The skills, attributes and knowledge competencies needed in each of the roles to ensure that they can be effective. Define the Strategic Focus and the Goals of the organisation. Identify the KPIs against which the organisation will be measured. The way that the organisation is structured to achieve the goals. Any change in strategy will demand a review of the structure and key processes to ensure that they are appropriate. The way that the organisation will ensure that the values can be embedded through the way the organisation is structured and works together. The systems, procedures which need to be there to ensure that the values are made transparent and measured. Key Performance Measures are measures of the operation, where the value is added, we might describe this as the input. Observing inter-personal interactions Recording of service failure and incidents EconomicValues Identify Key Drivers

7 © Resource Buy-In/Behaviours Roles, Skills, Attributes & Knowledge Organisational Systems Strategic Focus & Values Process Iceberg® Change Model © Resource Strategic Change Facilitators Organisational Structure/ High Level Processes Impact Very High High Medium Low

8 © Resource National Strategy & Values Structure/ Processes Systems Skills, Attributes & Knowledge Positive or Negative Emotions Corporate Team/Process Process Icebergs® within Process Icebergs Individual Implementation of the Strategy © Resource Strategic Change Facilitators Exploring Best Fit

9 © Resource Process Iceberg® Change Model © Resource Strategic Change Facilitators Roles, Skills, Attributes & Knowledge Systems Department Focus &Values Buy-In/ Behaviours Structure/ High Level Processes Roles, Skills, Attributes & Knowledge Systems Department Focus &Values Buy-In/ Behaviours Structure/ High Level Processes Roles, Skills, Attributes & Knowledge Systems Department Focus &Values Buy-In/ Behaviours Structure/ High Level Processes Linking Icebergs across the Business Dept 1Dept 2 Supplier 1

10 © Resource Scenario 1: Police Chief is keen to improve policing in his area and more responsive to local needs and to combat crime. So he reorganises Force into: Community, Intelligence and 999 functions. Why did it NOT work? Scenario 2: Why did Metronet fail? Scenario 3: What did Tony Blair say was his Governments biggest mistake in his Education policy? Scenario 4: Aircraft crashes because of pilot error. They make misjudgements as they come into land - is that the real reason? Scenario A: Why does McDonalds work? Scenario B: What makes John Lewis able to compete with other Department stores? Scenario C: A person leaves their laptop on a train to Coventry when the train split in half at Northampton. Coventry is run by Virgin, whilst the train was a Midlands service. Any left luggage (if found) is sent to Euston. What could you do as a BA to ensure the passenger gets his bag back? Process Iceberg® Examples

11 © Resource The Change Management Dashboard

12 © Resource Change Management Dashboard Change Management Dashboard Required Leadership Style Required Leadership Style The strategic leader- ship style needed by the organisation The strategic leader- ship style needed by the organisation The balance between the Economic and Values/Ethos needs of the organisation The balance between the Economic and Values/Ethos needs of the organisation EV Model EV Model The Readiness of the organisation for Change The Readiness of the organisation for Change Readiness for Change Readiness for Change The complexity of the impending change/project The complexity of the impending change/project Change Complexity Change Complexity Resistance to Change Resistance to Change The level of resistance to change as felt by different stakeholders The level of resistance to change as felt by different stakeholders

13 © Resource Change Dashboard Change Complexity Change Complexity The complexity of the impending change/project. © Resource Strategic Change Facilitators

14 © Resource Change Dashboard Readiness for Change Readiness for Change The Readiness of the organisation to meet the challenge of Change. Key: = Very poor = Low readiness = Medium readiness = High level of readiness

15 © Resource Strategic Leadership Style Score Significant Required Leadership Style Required Leadership Style The strategic leadership style needed by the organisation to manage change effectively. Organisational framework Long term planning Risk taking Talent and ability Being innovative and different Controls Manage continuous review Budget control Build frameworks Driving change Dramatic action Quality ethos Developing corporate capability Brand our knowledge Building teams Empowering people Customer service ethos Management by walking about Understanding KDs Strategic review Strategic Need Entrepreneurial/ Dramatic Change Systems Driven Customer Focus Expertise/Talent

16 © Resource Strategic Leadership Style Required Leadership Style Required Leadership Style The strategic leadership style needed by the organisation to manage change effectively. Future Now Organisational framework Long term planning Risk taking Talent and ability Being innovative and different Controls Manage continuous review Budget control Build frameworks Driving change Dramatic action Quality ethos Developing corporate capability Brand our knowledge Building teams Empowering people Customer service ethos Management by walking about Strategic review Strategic Need Entrepreneurial/ Dramatic Change Systems Driven Customer Focus Expertise/Talent Understanding KDs

17 © Resource Change Dashboard Comparing the imperatives for the organisation: Economic vs Values at each level of the Process Iceberg, as seen by the: Directors, Managers and Staff EV Model EV Model The balance between the Economic/Financial and Values/Ethos needs of the organisation.

18 © Resource Change Dashboard Resistance to Change Resistance to Change The level of Resistance to Change as felt by different stakeholders. Directors Staff Benchmark Managers Critical Level Fear of the unknown Sense of isolation Denial Anger Loss of hope Loss of identity Distance to travel Force for change Insecurity 7.00 Vested interest in status quo

19 © Resource Change Management Dashboard Change Management Dashboard Required Leadership Style Required Leadership Style The strategic leader- ship style needed by the organisation The strategic leader- ship style needed by the organisation The balance between the Economic and Values/Ethos needs of the organisation The balance between the Economic and Values/Ethos needs of the organisation EV Model EV Model The Readiness of the organisation for Change The Readiness of the organisation for Change Readiness for Change Readiness for Change The complexity of the impending change/project The complexity of the impending change/project Change Complexity Change Complexity Resistance to Change Resistance to Change The level of resistance to change as felt by different stakeholders The level of resistance to change as felt by different stakeholders

20 © Resource U nderstanding – Sharing the background, context and the contributing factors. Recognising the now situation, the why and the changes that have or are taking place. I mplication/Impact – Identifying the implication and implication of the current situation. Recognising the what this means and the consequences of the situation. A pplication – Exploring the way forward and the response to the situation. Working out what to do and how to do it O wnership – Checking that there is a full awareness of the background, consequences and outcomes and ownership of the way forward and the potential outcome(s). E mpowerment – Staff f eeling empowered to take responsibility for the action plan. = Working through change

21 © Resource Facilitation Multi-Wall

22 © Resource Thank you! Skype: tonymannresource Blog: ThoughtsOfAFacilitator

23 © Resource And now …. the answers

24 © Resource Buy-In/Behaviours Roles, Skills, Attributes & Knowledge Organisational Systems Strategic Focus & Values Process Iceberg® Change Model © Resource Strategic Change Facilitators Clear Policing strategy New structure devolved to every division Budgets, clothing etc not resolved Police not (re)skilled in Community work Police unconvinced about the strategy Organisational Structure/ High Level Processes

25 © Resource Metronet

26 © Resource Tony Blairs Biggest Mistake? Guardian 2010 We said, forget structures. That was bunkum New Labours approach to reforming Britain's public services was bunkum in its early stages in government, according to Tony Blair. In a searing description of mistakes made in the early years, the former prime minister writes that his government lost ground by believing initially the key was standards not structures. He refers to the early approach to education, which focused on raising standards in literacy and numeracy. In later years, Labour did focus on structures - such as setting up academy schools - as the best way of raising standards. Blair writes of his early approach: We were saying, forget about complex, institutional structural reforms; what counts is what works, and by that we meant outputs. This was fine as a piece of rhetoric; and positively beneficial as a piece of politics. Unfortunately, as I began to realise when experience started to shape our thinking, it was bunkum as a piece of policy. The whole point is that structures beget standards. How service is configured affects outcomes.


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