Guerilla Change - Company Caboose

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Guerilla change. Effective change in international organisations using social technologies. How to use what you have to make it happen.

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Guerilla Change - Company Caboose

  1. 1. GUERILLA CHANGE12TH DECEMBER 2012TOM RIJKSTOM.RIJKS@COMPANYCABOOSE.COM
  2. 2. HOW I GOT TO THIS POINTTechnology drives behaviourTrust is everythingUse the systemNew media meanschange @warpspeedTribes create changesChange Guerilla Style
  3. 3. CHANGE APPROACHESSystemChangeGuerilla ChangeBy Company CabooseBehaviouralChangeIndividual (I)ServantChange BehaviourSystem (Them)AutocraticManage ProcessCommunity (We)TransformationalGet Result
  4. 4. GUERILLASEXPERTGUERILLASALESGUERILLASUPPLY CHAINGUERILLACSRGUERILLAINNOVATIONGUERILLACUSTOMERGUERILLAGUERILLA CHANGELEARNINGGUERILLABUSINESSIMPROVEMENTGUERILLA
  5. 5. How to harmonise and implement safetyprocedures in 21 production facilities in 12countries?PROCEDURE&BEHAVIOUR
  6. 6. TRADITIONAL APPROACH1. Appoint (international) project team & steerco2. Analyse the As-Is situation (focus interviews, deskresearch, questionnaires)3. Design the future state per country (Blue Print)4. Validate with sounding board5. Determine roll out strategy & plan roll out (createSWOT Team or champions)6. Set out the reporting lines and manage the project7. Embed in line organisation to enforce
  7. 7. CHALLENGESH2 get access to localknowledge? H2 make sure thesolution really works?H2 ensure similarimplementations?H2 sustain safetyawareness? H2 transfer knowledgeacross borders?H2 involve all 21production facilities?
  8. 8. GUERILLA CHANGEDESIGN PRINCIPLESSTART WITH THE END IN MINDCO-CREATEENGAGEORCHESTRATEMAKE IT SEXY
  9. 9. We are goingto put a manon the moonSTART WITH THE END IN MINDThe TÜV Audits have identified large gaps in our testing of SafetyDevices on the machines. We need to close this gap and we needto close it fast. With our collective power we can make thishappen.
  10. 10. CO-CREATEIn the coming two weeks we will co-create the concept testing procedurefor safety devices on our machines.The procedure should cover twoareas:1. Testing the operation of thebasic safety devices2. More complex technical testingof light guard reaction/machinestopping timesWe start sharing and discussingcurrent procedures where productionfacilities have one (working or not)and share ideas for requirements.
  11. 11. ENGAGE ALL LEVELSThe Leader and hisKitchen CabinetThe Managementor Project TeamOfficers andExperts
  12. 12. ORCHESTRATERoles, rhythm, decisions, tension
  13. 13. SOLUTIONLeaderProjectExpertsAMBITION& PROMISEFRAME& PLANDESIGNVALIDATECOLLECTREFINE &COMMUNICATEMANDATE& ASSIGN PILOTEXECUTEPILOT & SHARELEGISLATECOMPLIMENT& CELEBRATEWeek 8
  14. 14. ENGAGE FREQUENTLY10X
  15. 15. MAKE IT SEXY
  16. 16. TECHNIQUE: PERSONASHow can yourproject solvemy problem?Why is yoursolution thebest way tosolve mychallenge now?What does yoursolution do forme?Who else hasexperiencewith solvingthe probleemthis way?Abstract in communicationConcrete in communicationCoöperatieveSocial acceptenceRationalUsefulnessPaul JosefineEduardoJanneke
  17. 17. OUTCOMEProcedure works!And is embedded in behaviourImplemented in 8 weeks by the people inthe production facilities themselves60% less cost, 70% less timeStart of maintenance community &international collaboration
  18. 18. THE DIFFERENCEWhy representatives?Why a gap analysis?Why only functional?Why travel?Why take so long?
  19. 19. GUERILLA CHANGETom Rijks – Company Caboose – tom.rijks@companycaboose.com - +31 6 41866717

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