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Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
Sue stewart
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Sue stewart

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  • 1. BUILDING AN ORGANISATIONALCULTURE FOR ONGOINGCHANGE AND DEVELOPMENTSusan Stewart, June 2011 Delivering on the Brand Promise | 1
  • 2. 00 Content ACTION 1: Understand the ‘who’ ACTION 2: Explain the ‘why’ ACTION 3: Communicate the ‘what’ ACTION 4: Involve the ‘who’ ACTION 5: Use social networks and peers ACTION 6: Make it easy ACTION 7: Sustain the action The best laid plans BUILDING AN ORGANISATIONAL CULTURE FOR ONGOING CHANGE AND DEVELOPMENT Susan Stewart, June 2011
  • 3. 00CHANGE = OXYMORONMANAGEMENT
  • 4. 00 Uncertainty Commitment Depression Creativity Excitement High Energy Innovation Accomplishment Anger Anticipation LearningENDINGS NEUTRAL ZONE BEGINNINGS Confusion Anxiety Relief Frustration Resistance Unsure Reservation Confusion Denial Ambivalence Scepticism Exploration KUBLER-ROSS CURVE
  • 5. 00 ONE AVERAGE 20% staff will be supportive & positive towards change 60% are on the fence and need leadership in the context of change 20% will be negative towards change 70% of change efforts fail* WHY?** 42% leadership 27% organisational & cultural issues 23% people issues 4% technology issues 4% other SOME FIGURES*Kotter J (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April 1995.** Organisation Dynamics, Jim Markowsky, 1995
  • 6. 01 ACTION 01: Understand the ‘who’
  • 7. 01 ACTION 01: Understand the ‘who’ FORMAL PSYCHOLOGICAL SOCIAL Strebel P (1996) Why do employees resist change. Harvard Business Review. May-June 1996.
  • 8. 01 ACTION 01: Understand the ‘who’ Delivering on the Brand Promise | 8
  • 9. 01 ACTION 01: Understand the ‘who’ Eccelston R (2009). Day the gentleman’s game went to hell. The Advertiser. Wednesday 8 March 2009. pp.7 Delivering on the Brand Promise | 9
  • 10. 01 ACTION 01: Understand the ‘who’ THOUGHTFU THOUGHTFUL L REALIST INNOVATOR IS IN ACTION ACTION REALIST INNOVATOR ES EN Delivering on the Brand Promise | 10
  • 11. 02 ACTION 02: Explain the ‘why’ Innately we all want to know why … “Why should I”? Where are you leading me? Why are you leading me there? Why should I follow you? Why now? …and by the way, how do I get there? p.s. who else is coming? Delivering on the Brand Promise | 11
  • 12. 02 ACTION 02: Explain the ‘why’ “ IN 2010, WE WILL BE A GLOBAL LEADER IN DESIGN AND CONSULTING UNDERPINNED BY ” RESEARCH Delivering on the Brand Promise | 12
  • 13. 02 ACTION 02: Explain the ‘why’ SELLING THE PROGRAM Delivering on the Brand Promise | 13
  • 14. 02 ACTION 02: Explain the ‘why’ USING THE THEORY Delivering on the Brand Promise | 14
  • 15. 02 ACTION 02: Explain the ‘why’ VISION PUBLIC STRATEGY UNDERLYING ASSUMPTIONS Public Culture ESPOUSED VALUES STRUCTURES Delivering on the Brand Promise | 15
  • 16. 03 ACTION 03: Communicate the ‘what’ communication outcome A B 1-way inform or publicise A B 2-way asymmetrical persuade A B 2-way symmetrical mutual agreement Delivering on the Brand Promise | 16
  • 17. 03 ACTION 03: Communicate the ‘what’ High critical to success MAINTAIN WOO & WIN CONFIDENC E 2-way asymmetrical 2-way symmetrical KEEP MONITOR & INFORMED RESPOND 1-way & 1-way Low 2-way asymmetrical Low High effort to change Delivering on the Brand Promise | 17
  • 18. 04 ACTION 04: Involve the ‘who’ Delivering on the Brand Promise | 18
  • 19. 04 ACTION 04: Involve the ‘who’ DEFINING THE VALUES Delivering on the Brand Promise | 19
  • 20. 04 ACTION 04: Involve the ‘who’feedbackinterviews #01 #02focus group sessionsobservations #03 #04 #05 involvement Delivering on the Brand Promise | 20
  • 21. 04 ACTION 04: Involve the ‘who’ Delivering on the Brand Promise | 21
  • 22. 04 ACTION 04: Involve the ‘who’ include we share and communicate without boundaries care we support and mentor to grow opportunities and realise full potential engage enable we take initiative and responsibility to make a we build trust and respect to contribution achieve outstanding resultsOUR CORE VALUESSTAND FOR WHO WE intrepidARE WHAT WE DO ANDWHERE WE WANT TO BE we fearlessly investigate to generate an authenticonidea Promise | 22 Delivering the Brand
  • 23. 05 ACTION 05: Use social networks and peers Delivering on the Brand Promise | 23
  • 24. 05 ACTION 05: Use social networks and peers BUTTERFLY T-SHAPED contribution High Cross-company DEAD LONE STAR WOOD Low Low High Individual performance Hansen MT (2009). COLLABORATION: How Leaders Avoid The Traps, Create Unity and Reap Big Results. Harvard Business Press Delivering on the Brand Promise | 24
  • 25. 06 ACTION 06: Make it easy Delivering on the Brand Promise | 25
  • 26. 06 ACTION 06: Make it easy Delivering on the Brand Promise | 26
  • 27. 07 ACTION 07: Sustain the change Delivering on the Brand Promise | 27
  • 28. 08 The best laid plans Delivering on the Brand Promise | 28
  • 29. BUILDING AN ORGANISATIONALCULTURE FOR ONGOING CHANGEAND DEVELOPMENTSusan Stewart, June 2011

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