1. A Review of SANParks Change Process Discussion Background for the Change with a Purpose Project Team

2. The Anatomy of Change 1. Pressure for change 2. Clear shared vision 3. Capacity for change 4. Actionable first steps

3. When any one of these are missing.... + Capacity for Change Actionable First Steps Pressure for Change Capacity for Change Actionable First Steps Bottom of the "in box" - + + + + + - A fast start that fizzles A Clear Shared Vision

4. + A Clear Shared Vision Actionable First Steps + + Pressure for Change Pressure for Change Capacity for Change ++ + A clear Shared Vision - Anxiety Frustration - Haphazard efforts, False starts When any one of these are missing....

5. McKinsey 7-S Framework Strategy Systems Style Staff Skills Structure Shared Values

6. Components of the 7-S’s 1.StrategyThe way in which competitive advantage is intended to be achieved 2. StructureThe way in which tasks and people are divided. The basic grouping of activities and reporting relationships; the primary basis for specialisation and integration 3. Systems Formal systems and procedures including management control systems; performance measurement and reward systems; budgeting systems, information systems; planning and capital budgeting systems.

7. Components of the 7-S’s continued 4.Staffing The people, their backgrounds and competences. Includes recruitment, selection and socialisation; how people are trained and developed, and all aspects of career management. 5.Skills The basic competencies that reside in the organisation. Includes distinctive competences of people, management practices, technology, etc.

8. Components of the 7-S’s continued 6.Style The leadership style of top management and the overall operating style of the organisation. It reflects the norms people act on and how they work and interact both internally and externally. 7.Shared The values that are widely shared Values within the organisation and which serve as guiding concepts of what is ‘right’. They focus attention and give purpose and meaning to the organisation’s vision and how it achieves it.

9. Approaches to change: bold strokes and long marches Bold StrokesLong Marches Time FrameFastSlow Locus of ActionDecisions at topInitiatives throughout Leader ControlHigh (command and control) Low (initiates but does not control) Initial ResultsQuick/clearPartial/unclear Later ResultsBehaviour does not always change Behaviour usually changes Organisational Levers Strategy Structure Systems Processes Culture Style Shared Values Skills

10. Change strategies Clear, rapidly implemented – top down –Urgency/crisis –Organisation-wide high ‘D’ –Low resistance –High level of support –Leadership has the relevant information –Changes needed are clear and often easy to execute –Leadership has the power to obtain compliance

11. Change strategies High involvement – evolutionary –Small group of leaders with a high ‘D’ –Organisation usually has a low ‘d’ –Changes needed are not clearly known at outset –Changes needed are complex and multi-level –High need for re-education/new skills –Stakes to organisation are high –High need for commitment to make the changes work

12. Conventional Change Management Study the problem Announce new strategy Restructure the Organisation Delegate autonomy Manage by exception Business as usual?

13. Successful Change Management Proclaim the goal Drama and symbolism Early initiatives Spread the word Showcase the change Shake up structures Lead the charge Provide incentives Rewrite the agenda

14. Leading Change - 8 reasons why transformation efforts fail urgency 1. Not establishing a great enough sense of urgency guiding coalition 2.Not creating a powerful enough guiding coalition vision 3.Lacking a vision Under-communicating 4. Under-communicating the vision by a factor of ten obstacles 5.Not removing obstacles to the new vision short term wins 6.Not systematically planning for & creating short term wins Declaring victory 7.Declaring victory too soon anchoring 8.Not anchoring changes in the corporation’s structure

15. There are two sorts of Organisation THOSE THAT GO ON A DIET – doing what we have always done – although better - is not going to work THOSE THAT GO TO WAR