Life is a decision we must be brave enough to take !

Career History

70s - HMS. Marine engineer

80s - Served around the globe

90s - Oil rigs, Rescue vessels, Electronics, management

00s - Electronics, Material handling, Automotive, Oil & Gas precision engineering

Achievements : Many Successes / Many Failures

Discover the leader withinMental Housekeeping

Limited Belief- I am not good enough ! Where it came from – A parent

Limited Belief – Life is dangerous Where it came from – A frightened father

Write them all down - Be aware of how your feeling

Remove from your consciousness - as these are the very beliefs which are making you feel “Not good enough“

Change

What is Change? Change process :

Transforming & irreversible process

Of organisations

Of parts of an organisation

Of people within an organisation

After a change process nothing will ever be as it used to be !

Change

Why Change?

To remain relevant : Relevant to their societies, to the stakeholders

And what is needed to remain relevant The personal & organisational ability to read & respond to new realities

Pro active system that prevent organisational instability

We are now part of a Global organisation, a corporation. The reality is our demand potential is greater than our current capacity!

Strategy

What is business strategy

The ability to shape and embed a customer focused guided vision, supported by a clear operational model and profit formula, balancing opportunistic short term actions with Pro-active long term behaviour

Simple !!!!

Business Strategy

Goals or objectives – at the highest level - broad statements about the purposes for which the organisation exists and the overall direction in which it is heading

Policies- closely associated with the mission but provide more guidance for all employees defining standards which all are expected to follow

Strategy or the strategic plan- this is the business plan which gives effect to the goals and policies and details the specific targets or goals to be achieved regarding products or services, markets, financial objectives

Strategic decisions- focus on the process of decision making, how the plan gets translated into action

( HOS ) Hyspec Operational strategy

Programmes – at the lowest level of strategy, they define the step by step sequence of actions required in order to achieve the organisation’s specific objectives

Strategy

The architecture of a change process

Ensure that the architecture lifecycle is maintained

Change- Know your change teams Personality

Doing / acting

Implementer Well-organised and predictable. Takes basic ideas and makes them work in practice. Can be slow.

Shaper Lots of energy and action, challenging others to move forwards. Can be insensitive.

Completer/Finisher

Reliably sees things through to the end, ironing out the wrinkles and ensuring everything works well. Can worry too much and not trust others.

Thinking / problem-solving

Plant Solves difficult problems with original and creative ideas. Can be poor communicator and may ignore the details.

Monitor/Evaluator

Sees the big picture. Thinks carefully and accurately about things. May lack energy or ability to inspire others.

Specialist Has expert knowledge/skills in key areas and will solve many problems here. Can be disinterested in all other areas.

People / feelings

Coordinator Respected leader who helps everyone focus on their task. Can be seen as excessively controlling.

Team workerCares for individuals and the team. Good listener and works to resolve social problems. Can have problems making difficult decisions.

Resource/investigator

Explores new ideas and possibilities with energy and with others. Good networker. Can be too optimistic and lose energy after the initial flush.

Change

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. Niccolo Machiavelli

He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery. Harold Wilson

If you don't like something, change it. If you can't change it, change your attitude. Maya Angelou

You must be the change you wish to see in the world. Mohandas Gandhi

The world hates change, yet it is the only thing that has brought progress. Charles Kettering

Things alter for the worse spontaneously, if they be not altered for the better designedly. Francis Bacon

If there is no struggle, there is no progress. Frederick Douglass

Change 4 Key topics for the management + the 5 stages for the Change Process

Actual Position Vision

Topic 1.Strategic

Governance

Topic 3.Communication

Process

Topic 2.Building the Change Team

Topic 4.Management

Of Forces

Time Frame : between 2 & 36 months

Preparation

Analysis

Concept

Implementation

Review

Change

The 4 Key topics for the management Topic 1 : Strategic Governance

– Definition of strategic alignment

– Definition of scope

– Project set up

– Project controlling & coordination

Topic 2 : Building the change team

– Management teams ( Steering committee, coordination group

– Involve change agents

– Management Training, coaching, teambuilding, mediation, etc.

– Involve change team into the communications process

Topic 3 : Communication process

– Communication concept, registration of all persons involved

– Information concept ( target groups, goals, media, content )

– Consideration management, + others as multipliers & change agents

– Feedback system for monitoring & reassurance of transparency

Topic 4 : Management of Forces

– Proactive search for and dealing with conflicts

– Deal constructively with opposition & concern

– Build stable management coalitions

– Participation in a broad & integrative way over hierarchies

Change

Pre – Project stage: Orientation & Preparation

Preparation Identify need for change

Identify problem

Identify willingness for change

Decide on goals

Identify the involved and affected persons

Define the basic conditions & provide resources for the project

Feasibility study

Define approach for the analysis phase

Analysis Stage: Clarification of the situationChange

Analysis Collect figures, data and facts regarding change

Define basics and rules for the process

Deal with the different views of the current situation ( Stakeholder analysis )

Elaborate a common picture of the future ( scenarios )

Feed back the results of the analysis of the system to the decision makers

Elaborate commonalities & differences in judging the problem with persons involved

Change

Implementation stage: Transformation

Implementation Anchor the process of development within the organisation ( Define who, what,

when )

Inform the whole system- regular, not just once !

Manage consistency for results

Integrate goals of the project & goals of management & employees

Support ongoing participation of affected employees / organisation, units

Make quick wins visible

Secure management attention & support

Identify the position of persons affected in the transition curve & deal with emotions appropriately

Change

Concept stage: Definition of the goals and Interventions

Concept Articulate, substantiate & weight of the goals of the change

Define main focus points ( decision has to be made by management )

Develop Strategy & process for change ( Interventions, methods, milestones )

Define change characteristics ( task / roles of project managers, project team, and their relation to line management )

Develop a communication plan

Change

Review Stage: Securing the change Review

Complete defined tasks and integrate rising issues

Reflect results of change carefully

Handle challenges of change ( missed goals, opposition to change ) carefully

Manage individual development processes

End project officially

Collect & analyse feedback from organisation

Change

Our Challenges ( Just some of them ) Running business to suit the people not the Business… Do what's Right not just

popular..

Demand outweigh capacity……………

Quality – Right 1st time. Quality control strategy

No clear operational strategy ( Ties all functions together )

Manufacturing downtime – machines / processes not performing

Financial explanation of change to Plan

Opportunities for HS&E issues

Dysfunctional roles - requires clarity ( Job Role )

Loss making products

Accepting the unacceptable

Lack of Development / Training / Flexibility / Documentation etc.

Lack of Focus on KPIs / KPAs

Lack of space

More use of Lean concepts ( SMED / Kaizen/ DMAIC/PDCA )

Strategy Linked to QMS

Management Meetings Score card

QIC |TIC|PIC

CAC ( Corrective action Committee )

Create a plant level structureEnsure KPIs have airtimeAdaptable - High low volume

Operational Responsibility

Plant & or FunctionalResponsibility

Business Health £

HOS ( Hyspec Operational Strategy )

Production

Snr Management

HS&E

QualityPlanning

Finance

Engineering

Internal Customer / Supplier

Improve external Customer confidence

MBO Fact & Action Driven

Change

10 – Success Principles

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7

1.

Collect Information

Gain knowledge

Analyse situation

Develop change strategy

2.

Transfer of information

Explaining reasons

Outline your action plan

3.

Focus on emotions

Show empathy

Confront with new realities

Create will to change and outline Opportunities

4.

Show Fields of action

Ensure survival

Develop trust & confidence

Share & delegate responsibilities

5.

Focus on Strategy

Shape & adjust goals

Interrogate more people

6.

Mobilise all staff & leaders

Ensure transparency

Focus on actions

7.

Learn from your mistakes

Create a learning environment

Create will to experiment

9.

Stabilise by standardisation

CIP

Maintain Dialogue orientated culture

8.

Eventually adapt

Adjust goals

10.

Prepare for change

Preparation

Analysis

Concept

Implementation

Review

Content: 8 steps to Business plan completion1.Introduction, define the structure and composition of the changed organisation that after delivery will demonstrate the capabilities expressed in the mission statement for Hyspec & UES.

2. Working practices, people, processes, and technology that support its operation

3. The future state; how the organisation will look

4. Current state and gap analysis

5. Outstanding items for future state

6. Identify projects and key activities

7. Assumptions and constraints

8. Blue print review and sign off

5 Year Business plan

Currently at stage 8 Working practices – All Chosen sectors

Preferred Sectors

Tidal clean energy Aviation

Nuclear Oil & Gas

Marine

Visual picture of the future

Change

© MAHLE

Where are we now?

Where do we want to be?

How do we get there?

How will we know we’ve arrived?

ConsultParticipateActivate

Communicate

Analysis to Action

Inspirational Leadership

WHERE DO YOU FIT IN ?

If Your actions

inspire others to dream more, learn more, do more and become more, you are a leader.

-John Q Adams

Industrial Revolution stirred by James Watt’s invention

Inspire Motivate Direct & Lead

“If your actions inspire others to dream more, learn more, do more, and become more; you are a leader.”-John Quincy Adams

“A healthy attitude is contagious but don’t wait to catch it from others. Be a carrier.”-Tom Stoppard

“Tension is who you think you should be. Relaxation is who you are.”-Chinese Proverb

“Your past is not your potential. In any hour you can choose to liberate the future.”-Marilyn Ferguson

“Heaven on Earth is a choice you must make, not a place you must find.”-Wayne Dyer

“No person is free until he learns to do his own thinking and gains the courage to act on his own personal initiative.”-Napoleon Hill“Remain calm, serene, always in command of yourself. You will then find out how easy it is to get along.”-Yogananda

Motivation

People often say that motivation doesn’t last. Well neither does bathing. That’s why I recommend it daily.

Thank you for Listening