Tina horewood presentation

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  • 1. Implementing Change across Geographical Locations Futuristic Change Management – 21 June 2011
  • 2. No action required “ Heaven is high and the Emperor is far away.” Ignore it and it will away “ Flavour of the month phenomenon.” Go along with it while we have to “ The Living Dead.”
  • 3. The Four Seasons of (no) Change Head Office identifies an imperative for change. The ideas are flowing and the seeds of change are planted. The ideas have come to life - the project team is focused and busy. Regions are urged to cooperate and get on board. Life is good. Regions are covertly resistant or resigned to following instructions. They hope the change will fail if they lie low. It’s time for change in the regions. Opposing, ‘irrational’ views are making life difficult. Head Office has to be forceful and directive. Springtime Autumntime Summertime Wintertime
  • 4. “ People don’t resist change, they resist being changed.” Peter Senge The Fifth Discipline 1990
  • 5. Include local leadership from the start Understand each local environment Partner with the region Develop relationships Look for quick wins Make communications relevant Pilot the solution Keep pace appropriate Handover ownership Build on learnings #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 Create a climate for change Engage and enable each geographic location Implement and support the change Sustain the transformation
  • 6. If they lead, they’re people will follow
    • Business Team
    • Responsibilities
    • Vision reality check
    • Primary vehicle for establishing local requirements
    • Local engagement
    • Local issue and risk management
    • Lead local implementation
    • Business Team Composition
    • Senior Leader
    • Business Subject Matter Experts
    • Implementation Team Members
    Key Contact 1 Cascade span = 5 - 30 Business Unit Staff Key Contact n Head Office Project Team Head Office Business Team Local Business Team Local Business Team Local Business Team
    • Business Team
    • Characteristics
    • Expert local knowledge
    • Strong credibility and influence
    • Belief in the change
    • Willing to speak up
    • Dedicated time
    #1
  • 7. Be there, be aware, walk in their shoes
    • “ We’re different” - what’s unique about this location?
    • What do they actually do here?
    • What particular issues are they facing?
    • What works well that can be preserved?
    #2
  • 8. Do it with them, not to them
    • Gather local input early (but not too early)
    • Combine knowledge of the local business setting with knowledge of the new practices
    • What’s going to work here?
    • Keep leaders well informed – no surprises
    • Remember they have a business to run
    #3
  • 9. Get to know people
    • Develop relationships at all levels
    • Talk to people directly in the first instance
    • Become a familiar part of the landscape
    • Be available to listen
    • Respect their concerns – small to you, big to them
    • Always deliver on promises
    #4
  • 10. Actions speak louder than words
    • Look for small, positive changes that can make a difference now
    • Tackle issues that are important to them
    • Use your project knowledge and contacts to work through the obstacles
    • Show that you can be relied upon to deliver
    #5
  • 11. People listen when it’s all about them
    • Make communications relevant – what does it mean for them?
    • What aspects of the change matter here?
    • Use channels that work for this location
    • Let locals communicate to locals
    • Involve them in reviews so they ‘own’ the messages
    • Provide materials so others can communicate accurately
    #6
  • 12. Dip a toe in before you deep dive
    • Create confidence by trying out the change
    • Show ‘how’ it will work, not ‘whether’ it will work
      • Hands on demonstrations
      • Pilot some aspects of the change
    • Uncover problems and temporary setbacks
    • Engage locals in improving and adapting
    • Reduce risk by containing initial problems
    #7
  • 13. Start slow, finish fast
    • Multiple locations often means long-term change
    • Involve the right people at the right time – and be clear about what you need them to do
    • Rotate involvement so efforts are meaningful
    • Create shorter milestones
    • Publish successes across locations
    • Keep information flowing
    #8
  • 14. Real change happens when you’re no longer needed
    • Allow local leaders to drive the change home
    • Hand over responsibility for local tasks step by step
    • Build the confidence to work out for themselves what to do
    • Build the capability to sustain the change
    #9
  • 15. Former sceptics are the best advocates
    • Use lessons learned to jump start the next initiative
    • Enrol members of previous teams as change agents for the next initiative
    • Locals who have lived through the experience are far more convincing than anyone from Head Office
    #10
  • 16. The Four Seasons of (no) Change Head Office identifies an imperative for change. They get their regional leaders involved and the ideas start flowing. The project team is busy ‘testing’ the ideas against regional requirements. All locations are busy providing input. Enthusiasm is high Regions are in control. They are skilled and proud of their achievements and improvements are continuing. The regions are busy implementing the change. Road testing is instilling confidence and complimentary changes are bringing further benefits. Successful Springtime Autumntime Summertime Wintertime
  • 17. “ All is connected ... no one thing can change by itself. .” Paul Hawken Natural Capitalism, Yoga Journal October 1994