© resource welcome to do we know the mess we're going to get into? with tony mann of resource...

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Welcometo

“Do we know the mess we're going to get into?”

with Tony Mann

ofResource Strategic Change Facilitators

www.resourcestrategicchange.comwww.resourceproductions.com

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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

ExternallyFocusedStrategy

ResolvingGeneratedProblems

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Buy-In/ Behaviours



Strategic

Focus Values

Process Iceberg® Change Model – Implementation

Customer care skills

Rightinformation always available

Comprehensive information

Never missing deadlines

Customerssatisfaction Co-operation

Buy-in



High Level ProcessesCustomer Service Process

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Negative Emotions



Strategic

Focus & Values

Process Iceberg® Change Model - Exploring Issues

Missing deadlines

Customers’dissatisfaction

Lack of Customer care skills

Sym

pto

m

RightInformation not always available

Customer Service Process

Incomplete information

Lack ofCo-operation

Act

ion

Cau

se




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Strategic Focus &Values

Process Iceberg®Change Model

Buy-In/ Behaviours

CultureCapability

Competence




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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 SystemsThe 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 interactionsRecording of service failure and incidents

Economic ValuesIdentify Key Drivers

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Buy-In/Behaviours



Strategic Focus

& Values





ImpactVery High

High

Medium

Low

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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


Exploring ‘Best Fit’

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Process Iceberg®Change Model © Resource

Strategic Change Facilitators


Systems

Department Focus &Values

Buy-In/ Behaviours

Structure/High Level Processes


Systems


Buy-In/ Behaviours



Systems


Buy-In/ Behaviours


Linking ‘Icebergs’ across the Business

Dept 1 Dept 2 Supplier 1

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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 Government’s 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

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The “Change Management Dashboard”

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Change Management Dashboard

www.resourcestrategicchange.com/facilitation5.htm

Change ManagementDashboard

RequiredLeadership

Style

RequiredLeadership

Style

The strategic leader-ship ‘style’ needed by the organisation


The balance betweenthe ‘Economic’ and

‘Values/Ethos’ needs of the organisation



EVModel

EVModel

The ‘Readiness of the organisation

for Change’


for Change’

Readiness for

Change

Readiness for

Change

The complexity of the impending change/project


Change ComplexityChange

Complexity

Resistanceto

Change

Resistanceto

Change

The level of resistance to change as felt by

different stakeholders



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Change DashboardChange

ComplexityChange

Complexity The complexity of the impending change/project.


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Change DashboardReadiness for

Change

Readiness for

ChangeThe ‘Readiness of the organisation to meet the challenge of Change’.

Key:‘4 - 11’ = Very poor‘12 - 19’ = Low readiness‘20 - 30’ = Medium readiness‘31 - 36’ = High level of readiness

6 11 16 21 26 31 36

25

35

32

12

32 35 12 25

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Strategic Leadership Style

Score Significant

RequiredLeadership

Style

RequiredLeadership

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 changeDramatic action

Quality ethos

Developing corporate capability

Brand our knowledge

Building teams

Empowering people

Customer service ethos

Management by walking aboutUnderstanding KDs

Strategic review

Strategic Need

Entrepreneurial/ Dramatic Change

Systems Driven

Customer Focus

Expertise/Talent

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Strategic Leadership StyleRequiredLeadership

Style

RequiredLeadership

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 changeDramatic 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

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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

EVModel

EVModel

The balance between the ‘Economic/Financial’and ‘Values/Ethos’ needs of the organisation.

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Change DashboardResistanceto

Change

Resistanceto

Change The level of Resistance to Change as felt by different stakeholders.

Directors StaffBenchmark 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

7.00Vested interest in status quo

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Change Management Dashboard

www.resourcestrategicchange.com/facilitation5.htm

Change ManagementDashboard

RequiredLeadership

Style

RequiredLeadership

Style







EVModel

EVModel


for Change’


for Change’

Readiness for

Change

Readiness for

Change



Change ComplexityChange

Complexity

Resistanceto

Change

Resistanceto

Change





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Understanding – Sharing the background, context and the contributing

factors. Recognising the ‘now’ situation, the “why” and the changes that have or are taking place.

Implication/Impact – Identifying the implication and implication of the current

situation. Recognising the “what this means” and the consequences of the situation.

Application – Exploring the way forward and the response to the situation. Working out “what to do” and “how to do it”

Ownership – Checking that there is a full awareness of the background,

consequences and outcomes and ownership of the way forward and the potential outcome(s).

Empowerment – Staff feeling empowered to take responsibility for the

action plan.

=

Working through change

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QuickTime™ and a decompressor

are needed to see this picture.

Facilitation Multi-Wall

http://www.resourcestrategicchange.com/index.htm

http://www.lamasatech.com/multiwall/

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Thank you!

Skype: tonymannresource

Twitter: @FacilitationGuru

Blog: ThoughtsOfAFacilitator

www.resourcestrategicchange.comwww.resourceproductions.com

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Buy-In/Behaviours



Strategic Focus

& Values



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



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Tony Blair’s Biggest Mistake?

Guardian 2010

“We said, forget structures. That was bunkum”

New Labour’s 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.”

© resource welcome to do we know the mess we're going to get into? with tony mann of resource...

Documents

resource roles

resource scenario

resource welcome

resource positive emotions

attributes knowledge

key processes

high high medium low

core values