1. Culture Eats IT Strategy for Breakfast
October 2016 Luncheon
Culture Eats IT Strategy for Breakfast

2. The lenses we utilize to assess and advise
Choice Technologies
The lenses we utilize to assess and advise
Operations
People
Strategy
Inputs/resources
Technology
People
Activities/Processes
Outputs
Outcomes/Impact
Values
Leadership
Passion
Learning
Engagement
Market place
Economy/Regulation
Competition
Our Core Competency
We know how to convert business strategy into successful execution by utilizing the right mix of technologies, business analytics and cultural change systems.

3. The lenses I look through as a leadership practitioner & coach
M.A. in Leadership

4. Technology Changes can cause major problems
Impact of change problems
Uniqueness of Public Sector challenges
Our 20th century legacy - machine theory
From 20th to 21st century
Sustainable change theories
Framework for solutions

5. Problems created by widespread technology changes

6. Problems created by widespread technology changes
Source : McKinsey & Company in conjunction with the University of Oxford
Type of survey : Study on large scale IT Projects
Date : 2012
A study of 5,400 large scale IT projects (projects with initial budgets greater than $15M) finds that the well known problems with IT Project Management are persisting. Among the key findings quoted from the report:
17 percent of large IT projects go so badly that they can threaten the very existence of the company
On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted
Source material – Delivering large-scale IT projects on time, on budget, and on value

7. Problems created by widespread technology changes

8. Time Informative and single loop learning (red line) Competence
Transition Facilitation – Helping individuals and groups transform with fewer personal disruptions, less distress and sustained productivity
Informative and single loop learning
(red line)
Change begins
Ending of old way – Losses experienced
Denial, Anger, Frustration, Fear, Grief
New beginning
Hope Enthusiasm
Energy
Neutral Zone
Questioning Values & Assumptions
Impatience Acceptance
Skepticism Creativity
Disorientation
Competence
Comfort
Confidence
Transformative learning
Double loop learning
(green line)
Pre-change
enrollment
Post change
enrollment
Failed Change Initiative
Low morale, low productivity, employee turnover, damage control
Crucial time to engage transition facilitation
Time

10. Problems created by widespread technology changes
Implications of cultural challenges for not fostering readiness for change
execution = people taking action = explicit
values, beliefs, attitudes, world view = implicit
Unclear objectives – AI, ST, Adaptive leadership
Shifting requirements – Systems thinking, AI
Unaligned team – Leadership, ST, Values, AI
Lack of skills – CoP, Appreciative Inquiry
Unrealistic schedule – AI, ST, AL
Reactive planning – ST, AI, CoP
Unexplained causes – Values, AI, ST, Leadership
study found applicants who were a cultural fit would accept a 7% lower salary, and departments with cultural alignment had 30% less turnover
Limited visibility and often inaccurate view of the human system

11. Problems created by widespread technology changes
Source : IBM
Type of survey : Survey of 1,500 change management executives
Date : Oct 2008
IBM survey in the success / failure rates of “change” projects finds;
Only 40% of projects met schedule, budget and quality goals
Best organizations are 10 times more successful than worst organizations
Biggest barriers to success listed as people factors:
Changing mindsets and attitudes – 58%.
Corporate culture – 49%.  
Lack of senior management support – 32%.
Underestimation of complexity listed as a factor in 35% of projects
For source data read – Making change work

12. Workers are not a part of the decision making
Uniqueness of public sector challenges
Harder to gain buy in
Workers are not a part of the decision making
Leaders are appointed because of command of policy, technical expertise in the agency’s work or political connections
Agency head has limited time to see a change initiative through, tenure is effectively 18 to 24 months.  They tend to focus on the urgent “low hanging fruit”.
Rules governing procurement, personnel, and budget are less flexible than private sector.  Penalties for failure are greater than rewards for exceptional performance.  
The agencies are subject to other agencies, the media and the public's scrutiny

13. Problems created by widespread technology changes
Source: United States Government Accountability Office
Type of survey: Review of federally funded technology projects
Date: 31 Jul 2008
Study finds 413 of 840 (49%) federally funded IT projects are either poorly planned, poorly performing or both. $25.2 Billion investment is on watch list jeopardy.
For source data read – GAO T

15. Those in authority may be blind to the dynamics of the human system
Uninformed view of the human system (values, beliefs, worldview)
Inability to deeply assess the human system
Inability to interpret the dynamics of the human system
Not understanding what conditions to cultivate that shift the culture of the human system
Not embedding readiness for change community systems in the organization
Why???

16. Our 20th Century Legacy Efficiency expert in U.S. Steel industry
Invented new tools designs and handling methods
Designed stop-watch task timing
Created piece-rate payment scheme
Developed industrial departments
Scientific management lacked concern for human dignity but it worked to maximize worker productivity

17. What has changed?
20th Century Industrial worker to 21st Century Knowledge worker
Industrial paradigm is to focus on controlling the workers hands

18. Change happened really fast!
20th Century Industrial worker to 21st Century Knowledge worker

20. Hawaii’s Knowledge Worker Profile
20th Century Industrial worker to 21st Century Knowledge worker

21. What has changed?
20th Century Industrial worker to 21st Century Knowledge worker
Management -The Boss controls work
Intelligence
& decision making
at the top
Management facilitates -
Knowledge worker controls work
Intelligence
& decision making disbursed (empowerment)
Treating knowledge workers as the new bosses means that management operates as a facilitator rather than as a controller of work. This gives knowledge workers the autonomy they need to complete their work as they see fit.
Post industrial era focuses on collecting the knowledge in the workers heads

22. Issues of worker engagement
Engaged: This type of employee works with passion and feels a profound connection to the company.
Not Engaged: Checked out, sleepwalking through the day, putting in hours instead of energy
Actively Disengaged: People who are miserable in their jobs. They actively undermine coworkers and sabotage projects.
20th Century Management Practices + 21st Century Knowledge Worker = More potential disengagements
2015 Gallup – State of the American Workplace

23. Issues of worker engagement
The strongest concerns
The mission or purpose of my company makes me feel my job is important
This year I have had opportunities at work to learn and grow
At work, I have the opportunity to do what I do best every day
20th Century Management Practices + 21st Century Knowledge Worker = More potential disengagements
2015 Gallup – State of the American Workplace

25. The neuroscience behind lack of engagement & empowerment
Dr. Blackburn “This is real, this is just not somebody whining, there is real medically serious aging going on and we can see that it is actually is caused by the chronic stress.  
20th Century Management Practices + 21st Century Knowledge Worker = More potential of chronic Stress

26. Stress portrait of a killer
Effort/ Engagement - Healthy workplace conditions improves health, engagement and effort.  From White Hall study Sir Michael Mormont 28,000 people over 40 years.  White Hall citadel of civil service “Conditions in which people live and work are vital for their health.  The amount of control is intimately related to  where you are in the occupational hierarchy.  What has been found in general is that if someone is expressing things have gotten worse, that work stress has gone up their illness rates have gone up, when people report to us that they have more control that they are being treated more fairly at work, there is more justice in the amount of treatment, things are getting better the amount of illness goes down.  Give them more involvement in the work, give them more say in what they are doing, give them more reward for the amount of effort they put out and it might well be you’ll have not just a healthier workplace, but a more productive workplace as well.”  

27. The neuroscience behind lack of engagement & empowerment
Chronic Stress
Erodes Telomeres
Impairs DNA Replication
Accelerates aging
Negatively impacts health

28. The neuroscience behind lack of engagement & empowerment

29. passion
intelligence
effort
learning
engagement
leadership

30. Sustainable change theories
Appreciative Inquiry
Communities of practice
Values
Leadership
Seeing the world differently

32. Appreciative Inquiry
What have been your best experiences at work? A time when…
What do you value about…yourself, work, organization
What do you think is the core life-giving factor or value of your organization – which it wouldn’t be the same without it?
If you had three wishes for your organization, what would they be?
What achievements are you (and/or your team) proud of?
Apart from money, what makes it worth coming to work?

33. Appreciative Inquiry - Impact
Large-scale organizational change initiative in leading U.S. telecommunications company using action research methods, including Appreciative Inquiry. The client objective was to increase engagement in its 64,000 front-line employee workforce in order to improve customer service and to remain competitive in the growing telecommunications field.
Launched a company-wide “Positive Revolution” through action research that increased employee engagement, collaboration, commitment and participation resulting in large-scale and lasting culture change
Created the “Positive Change Network” enrolling over 800 employees as front line facilitators of action learning strategies to facilitate buy-in of organizational vision, mission and goals
Successfully navigated large-scale reorganization and subsequent merger, resulting in largest telecommunications company in the U.S. Action research was used used to reconfigure business units to meet the competitive needs of the marketplace.
Awarded the ASTD (American Society for Training and Development) Culture Change Award for efforts with effective pre-assessments, strategic partnerships to develop broad-based integration of organizational practices, and business-linked results

34. Community of Practice

35. the power of team learning
learning communities and communities of practice
the power of team learning
increase expertise across your organization
multiply the opportunities for innovation
solve problems faster
respond more rapidly to your customer’s needs
create a sense of community
Increase job satisfaction
decrease the learning curve of new individuals to your organization
improve the long-term organizational memory which enables the organization to build upon its knowledge and not “forget” what it already figured out how to do.
Intelligence

36. values Leadership a mission and vision that is aligned with values
become more than words on a page
Leadership
values are the foundation for your culture
behavior
emotional responses
beliefs
values
individual values are uniquely prioritized
an organization is an interacting network of individual values priorities
individual and group behaviors are founded on values
with an awareness of and facility with landscapes of values, we can perceive, make sense of and interact with the world in new ways.
we make values visible to better align individual values with organizational values

37. values Leadership Passion
there are approximately 125 values of which 90% are subconscious
values give significance to and mediate our inner and outer lives. These ideals are what combine to form our beliefs, determine our emotional responses, and direct our outward behavior.
the greatest challenge in factoring a person’s or group’s values into a strategy or tactical plan is the fact that as much as 90% of an individual's or group’s values are subconscious, rendering the values unknown.
Passion

39. Values - Impact
A 100+ Year Old Mutual Insurance Company with Cultural Renewal Initiative and Merger with an Global 500 Financial Services Company
Transformed “entitlement” culture to a culture based on self-initiative and interdependence
Created new brand based on Stewardship, Partnership, and Innovation
Values-based Leadership Development of 100+ Executives
Online Values Survey deployed to 12,000 employees to expedite change and cultural orientation during merger.
$3B Merger successfully completed in eighteen months

40. Collaborative Leadership
The capacity of a human community to shape its future

41. collaborative skills development
Leadership
The top characteristics people look for in a leader
honest
forward looking
confident
inspiring
Self-discovery and self awareness
Feedback from those around us who know us
collaborative skills development
five practices, ten commitments and 30 behaviors of exemplary leadership
model the way
clarify values
set the example
inspire a shared vision
envision the future
enlist others
challenge the process
search for opportunities
experiment and take risks
enable others to act
foster collaboration
strengthen others
encourage the heart
recognize contributions
celebrate the values and the victories
Passion
leadership is a practice that can be learned by anyone
personal best = increasing the frequency of leadership behaviors

42. the program is custom designed for you
Collaborative Leadership - why it works
the program is custom designed for you
Leadership
approaching leadership as a measurable, learnable and teachable set of behaviors
backed by 30 years of research and data from over 3 million users
predictive validity
helps individuals measure articulate and improve leadership behavior
report snapshots of leadership behavior to show how leadership behavior changes over time
common leadership language within organization
evidence base of your organization as a development center for leaders

43. we partner with you to help harness your
we are catalysts for unleashing human potential
we partner with you to help harness your
intelligence
passion
effort

45. Systems Thinking

46. Systems Thinking
A learning organization is a business or other organization that facilitates the learning of its members and continuously transforms itself

47. Systems Thinking

48. Systems Thinking

49. Single-Loop Learning Double-Loop Learning
Most common style of learning is really just problem solving – improving the system as it exists
Values & Underlying
Assumptions
Why we do what we do
Strategies, Goals
& Techniques
What we do
Results
What we get
Double-Loop Learning
More than just fixing the problem, this style of learning involves examining one’s values and questioning the underlying assumptions behind strategies, goals and techniques

51. Multicultural Leadership
Multicultural Leadership as “an inclusive approach and philosophy that incorporates the influences, practices, and values of diverse cultures in a respectful and productive manner.”
Co-evolutionary search for the best in people, their organization and the relevant world
Rooted in social constructionism, appreciation and the generative power of positive imagery, concentrating on positive means and methods rather than deficit-based, curative action
A transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing of new ideas and knowledge; in essence to provide an opportunity for people to share their perspectives and knowledge and through that process to understand the bigger picture which changes thinking.

52. Nonviolent Communication Process
Objectively observe the situation (without evaluation, blame or moralistic judgement)
Identify the feelings that the situation brings up
Understand and identify what need is or is not being met
Request actions that would better meet your needs
Co-evolutionary search for the best in people, their organization and the relevant world
Rooted in social constructionism, appreciation and the generative power of positive imagery, concentrating on positive means and methods rather than deficit-based, curative action
A transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing of new ideas and knowledge; in essence to provide an opportunity for people to share their perspectives and knowledge and through that process to understand the bigger picture which changes thinking.