the undercover change agent model
TRANSCRIPT
The Undercover Change Agent:Improving an organisation from the bottom up
PEX Week Nordics 2015Thursday 19th March 2015Luke FirthManaging Director, Firth Improvement
Reg. Commerce Luxembourg: B 18 68 29 TVA Registration No: LU 269 074 27
WWW
@
3 Rue Thomas Edison, Strassen, Luxembourg,
L-1445
FirthImprovement.com
+352 66172 7777
@FirthImprove
Luke Firth, Firth Improvement
Business Improvement
Consulting
Improvement Skills
Training
Coaching Leaders
Flexible Client-centric mindset
Cross Industry Application Global Delivery Experience
“Tailored for you; from 6 or more employees to large corporates”
“Results delivered in Financial Services, Software, Tourism and logistics”
“Familiar with implementing Lean in European, Middle Eastern and North American cultures”
Case Study problem statement
Problems and Challenges Day 1- a new CEO was appointed with zero interest in an improvement agenda Within 3 months the entire executive team was replaced 1 of only two LSS BBs in the entire 8,000 person company Luxembourg not well connected within the corporate hierarchy Agile- A competing methodology No resources allocated to improvement- Including a travel ban Only 8 employees in Luxembourg, nearest office (of scale) a 6 hour drive away
Recruited to launch an improvement initiative across the company, from Luxembourg
Source: Firth Improvement
The Undercover Change Agent model
Discovery Scan the environment
Listen to your internal customers
Pitch or probe
Deliver to specification
Search for scalability and repeatability in your projects
Ask for forgiveness and not for permission
Shout socially, but not politically
Delivery
Publicity
Source: Firth Improvement
Learning from implementation
Don’t expose yourself to executives or leaders
Connect across the grassroots of the organisation
Be social
Keep your service or offering vague
Know when you can’t help
Drop the jargon
Deliver value and you’ll get repeat business