Scrap the change programme - it's the era of change platforms

@HelenBevan @Jodi Olden #EdgeTalks
Scrap the programme – this is an era for
change platforms
Source of image:
Buildingchangetrust.org
Helen Bevan
@HelenBevan
Jodi Brown @Jodi
Olden
#EdgeTalks

@HelenBevan @Jodi Olden #EdgeTalks@HelenBevan @JodiOlden #EdgeTalks
The team today
Session lead:
Helen Bevan
@HelenBevan
Twitter monitor:
Janet Wildman
@JWildman1
Chat room
monitor:
Kate Pound
@kateslater2
Session lead:
Jodi Brown
@JodiOlden

Joining in today and beyond
• Please use the chat box to contribute continuously during the
web seminar
• Please tweet using hashtag #EdgeTalks and the handle
@TheEdgenhs
• Sign up to TheEdge.nhsiq.nhs.uk to continue the discussion
• We will produce summaries of the discussions using Storify and
put on The Edge website
• Join in the Tweetchat next Wednesday 8th July at 4-5pm (GMT)
using the hashtag #EdgeTalks

I amar prestar aen,
Han mathon ne nen,
Han mathon ne chae,
A han noston ned gwilith
The world is changed,
I feel it in the water,
I feel it in the Earth,
I smell it in the air
Galadriel’s prologue: The Lord of the Rings: The Fellowship of the Ring

“In a world of mounting performance pressure,
[organisations and change processes] need to
evolve…the most successful will be those that
evolve into movements.
Success will be determined by their ability to
mobilise, inspire and support an
ever-expanding array of participants extending
far beyond their own four walls”
John Hagel, SXSW 2015
http://www2.deloitte.com/us/en/pages/center-for-the-edge/articles/john-hagel-at-
sxsw.html
@HelenBevan @TheEdgenhs #EdgeTalks@HelenBevan @Jodi Olden #EdgeTalks

Jeremy Heimens TED talk “What new power looks like”
https://www.youtube.com/watch?v=j-S03JfgHEA
old power new power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction
Current
Made by many
Pulled in
Shared
Open
Relationship

The battle and balancing between the old
and new power will be a defining feature of
society and business in the coming years
Jeremy Heimans and Henry Timms
Understanding new power, Harvard Business
Review, December 2014
https://hbr.org/2014/12/understanding-new-
power?utm_campaign=Socialflow&utm_source=Socia
lflow&utm_medium=Tweet

The battle and balancing between the old
and new power will be a defining feature of
society and business in the coming years
Jeremy Heimans and Henry Timms
Understanding new power, Harvard Business
Review, December 2014
https://hbr.org/2014/12/understanding-new-
power?utm_campaign=Socialflow&utm_source=Socia
lflow&utm_medium=Tweet
The battle and balancing
between old and new
power will also be the
defining feature of the
health and care system in
the coming years

What is a platform? Some simple definitions…
“A raised level surface on which people or things
can stand.”
“A raised floor or stage used by public speakers
or performers so that they can be seen by their
audience.”
“A raised structure standing in the sea from
which oil or gas wells can be drilled or
regulated.”
“A raised structure or orbiting
satellite from which rockets or
missiles may be launched.”
“The declared policy of a political party or group”
…flattening
hierarchies
…new ideas
and
discoveries
…diversity
of thought
…with
shared
purpose
Definitions from Oxford Dictionary@HelenBevan @TheEdgenhs #EdgeTalksSource of content: Jodi Brown

What do these four have in common?
They have:
• excelled via their superior use of technology
• embraced partnerships and external innovation
• built interactive communities
• embraced an entirely new way of doing business: the
platform.
Adapted from: http://www.philsimon.com/books/the-age-of-the-platform/

The power of the platform
“Facebook, YouTube, Twitter and their lesser cousins have
proved the power of the platform. They have shown that if
your average 21st century citizen is given the tools to
connect and the freedom to create, they will do so with
enthusiasm, and often with an originality that blindsides
the so-called creative industries. …..
Good leadership is no longer about ‘taking charge’ or
imposing a strategic vision but about creating the
platforms that allow others to flourish and create”
Ashoka
http://www.virgin.com/unite/entrepreneurship/what-does-leadership-mean-in-
the-21st-century

Research by IBM
2008
41% of leaders considered
they were successful in
managing change
2014
20% of leaders considered
they were successful in
managing change
Source: Jorgensen, Bruel & Franke, Making
change work….while the work keeps changing”
quoted in Foster F (2015) “Using crowdsourcing
to deliver transformational change

Page 62, Business ecosystems come of age, Deloitte University Press
http://d2mtr37y39tpbu.cloudfront.net/wp-content/uploads/2015/04/DUP_1048-
Business-ecosystems-come-of-age_MASTER_FINAL.pdf
and new power?

Joy’s Law: No matter who you are, most of the smartest
people work for someone else
Bill Joy, Sun Microsystems
“It’s become a kind of ‘Joy’s Law’ for the
networked era—the best resources and
capabilities always lie somewhere else.”
Greg Satell
http://www.digitaltonto.com/2015/4-things-you-should-know-about-
platforms/?ct=t%28Why_Some_Movements_Succeed_5_31_2015%29
Platforms give access to resources

Platforms engage emotions
Source of image:
http://www.kinshipenterprise.com/
“Social technologies allow
people not only to consume
but to share and make
together for social good.”
Clay Shirky, 2015
http://www.kinshipenterprise.
com/_blog/Blog/post/Experie
nce-Wholeness-Enterprise-
Social-Networks-
esn/#.VZP7VBtVikr

Is your change process a cathedral or
a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf

We have a lot of cathedrals

• systematic “change
management”
• too often, leaders
prescribe outcome
and method of change
in a top-down way
• change is experienced
by people at the front
line as “have to”
(imposed) rather than
“want to” (embraced)
Change
Programmes
• everyone (including
service users and families)
can help tackle the most
challenging issues
• value diversity of thought
• connect people, ideas and
learning
• Role of formal leaders is to
create the conditions and
get out of the way
Change
Platforms
“Tear down the walls”

@HelenBevan @Jodi Olden #EdgeTalks@HelenBevan @JodiOlden #EdgeTalksFor more information/explanation visit: The Collaboration Pyramid revisited

Platforms to change platforms
“Change comes naturally when individuals
have a platform that allows them to
identify shared interests and to brainstorm
solutions.”
Gary Hamel & Michele Zanini (2014)
http://www.mckinsey.com/insights/organization/build_a_change_platform_not_a_ch
ange_program

What is a change platform?
“What’s needed is a real-time, socially constructed
approach to change, so that the leader’s job isn’t
to design a change program but to build a change
platform — one that allows anyone to initiate
change, recruit confederates, suggest solutions,
and launch experiments.”
Gary Hamel
http://www.mckinsey.com/insights/organization/build_a_change_platf
orm_not_a_change_program

“In a connected world, power no
longer emanates from the top of
the heap, but the centre of the
network.”
Greg Satell, 2015
Greg Satell: http://www.digitaltonto.com/2015/how-power-is-shifting-from-
corporations-to-platforms/

Evolving kinds of change platforms:
1. Connecting platforms
2. Mobilisation platforms
3. Learning platforms
4. Knowledge platforms
5. Crowdsourcing platforms
They overlap!

Platform principles have long been
part of change practice
• Building on traditions in the field of
organisation development of communities of
interest and communities of practice
• Technology enables us to connect more widely
and at greater speed
Source of image:
Socialserviceinstitute.sg

Example platforms

Case study: Giff Gaff
“The mobile network run by you”

http://www.breakdengue.org/

www.newhcvoices.co.uk

The Academy of Fabulous NHS Stuff

A platform for Trust-wide transformation
Leeds Teaching Hospitals NHS Trust & Clever Together
WayFinder – a Crowdsourcing methodology and platform
• Step 1: 4,500 staff and stakeholders shared 45,000 contributions to
• co-create The Leeds Way – a redefinition of their vision and their
values
• co-design a five year strategy – a shared agreement of what needs to
happen to achieve their vision
• co-define a new behavioural framework – a new agreement of the
acceptable ways in which staff will live their values embedded into
recruitment, induction, training and appraisals
• Step 2: WayFinder local – every department trained to use its own
crowdsourcing platform
• 19 clinical service units trained
• A new way of working – online workshops – to ensure staff always
have a say in what’s happening in the Trust, bringing people together
to co-create solutions.
Examples of results:
• Staff satisfaction is up / buy-in to vision and values at an all time
high / complaints down 17% / 18weeks RTT down by 66% / CQC
acknowledgement of staff engagement and impact on quality and
safety

Carousal:
shows all
active
challenges
open for
staff
participation
Live activity
feed
Click here to
submit an
idea
Gamification

An example of i-matter in action:
“Idea to implementation in 22 hrs”

• Board sponsorship and buy-in
• Clearly linked to Trust vision, values and strategy
• A culture that promotes engagement and values staff
• A clear systemic process for innovation and innovators
• A meaningful innovation strategy
• “No idea is bad” rule
• Demonstrate quick measurable wins
• Take the good with the bad (don’t succumb to risk-aversion)
• Keep it live and fresh
• Build in rewards: say “thank you” and recognise contributions
• Informal innovation champions > organisational radicals
What makes a social innovation platform
successful?

http://www.insme.org/files/open-innovation-handbook

Discussion
• What are the characteristics of effective
change platforms?

Effective change platforms:
 Encourage individuals to tackle significant organisational
challenges
 foster honest and forthright discussion of root causes and, in
the process, develop a shared view of the thorniest barriers
 elicit dozens (if not hundreds) of potential solutions rather
than seeking to coalesce prematurely around a single
approach; the goal is first to diverge, then to converge
 focus on generating a portfolio of experiments that can be
conducted locally to help prove or disprove the components of
a more general solution, as opposed to developing a single
grand design
 encourage individuals to take personal responsibility for
initiating the change they want to see and give them the
resources and tools necessary to spur their thinking and
imaginations Gary Hamel & Michele Zanini (2014)
http://www.mckinsey.com/insights/organization/build_a_change_pl
atform_not_a_change_program

@HelenBevan @Jodi Olden #EdgeTalks Source: UXthink

Knowledge platforms

Because there’s a problem….
Source of quote: Harold Jarche
Source of image: http://gotcll.com/about-2/
Getting
information off the
internet is like taking a
drink from a fire hydrant
Mitchell Kapor

What is the best way to spread
new knowledge?
Source of data: Nick Milton
http://www.nickmilton.com/2014/10
/why-knowledge-transfer-
through.html
Social connection/discussion is
14 times more effective
than
written word/best practice
databases/toolkits etc.
Source of image: www.happiness-one-quote-time.blogspot.com

Platforms as the new documentation
Source of image:
Flickr user acaben

@HelenBevan @Jodi Olden #EdgeTalks Source: Oliver Benson
If you’re a programmer, you don’t even
bother reading the manual, you simply
use stackoverflow to answer all your
questions”

Horizons team:
all our work is via change platforms

http://www.slideshare.net/Downes/connectivism-and-personal-
learning?next_slideshow=1

100,000
2,000
20,000
65
348
25,000+
120 14,000
inc

The school is being formally evaluated
by the Chartered Institute for
Personnel and Development

21,000 active users
Activists from 120
countries
@theedgenhs:
500,000+ Twitter
impressions

• The biggest-ever digital campaign for
EMAP (Health Service Journal and
Nursing Times)
• 14,000 contributors to the joint
campaign to “challenge top down
change”
• Ground-breaking: the first-ever crowd-
sourced theory of change in the NHS

What does the NHS workforce think?
14,000 contributors recently identified 10 barriers to
change:
Confusing strategies
Over controlling
leadership
Perverse incentivesStifling innovation
Poor workforce
planning
One way
communication
Inhibiting
environment
Undervaluing staff
Poor project
management
Playing it safe
Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change
Challenge” March 2015

What does the NHS workforce think?
14,000 contributors recently identified 11 building blocks
for change:
Inspiring & supportive
leadership
Collaborative working
Thought diversityAutonomy & trust
Smart use of resources
Flexibility &
adaptability
Long term thinking
Nurturing our people
Fostering an open
culture
A call to action
Source: Health Service Journal, Nursing Times, NHS
Improving Quality, “Change Challenge” March 2015
Challenging the
status quo

We have supported NHS Change Day
for three years
• 800,000 pledges in
2014
• 4 X the local
activity/connectivity in
2015 compared to
2014
• #nhschangeday: 130m
impressions
• Facebook impressions
253,999

Our change platforms
Identified as one of the most
significant “stealth revolutionaries”
in healthcare
(source: Social Media in the NHS)
“Probably the most widely read,
impactful NHS paper globally,
challenging the “Five Year
Forward View””

How can we create a thriving bazaar?
Keep it open to spark
innovation and growth
Start small, let it
evolveDesign for
participation
Learn from your
hackers (or those
that break the
rules)
Lower the barriers
to experimentation
(promote constant
experiments)
Lead by example
http://chimera.labs.oreilly.com/book
s/1234000000774/ch02.html#gover
nment_as_a_platform

How to create a change platform
• Be clear about your intention or goal:
• Solve a problem?
• Learn from others?
• Create solutions?
• Mobilise for change?
• Spread innovation?
• Articulate your mission
• Set out your objectives and the stages in your
process

How to create a change platform
• Identify the people you want in your community
• Identify how to reach them
• Find a platform
• Existing or new
• Free or paid for
• Measure the outcomes
(all the way through)
• Engage your community
• Set their expectations
• Keep the connections flowing
• Convert ideas to actions
• Always, always follow up

”If people give to a cause,
they expect a relationship,
not a transaction”
Nilofer Merchant
Once you start down this path, you
have to follow up and continue

Platforms are only as good as the
people leading them
Source of image: www.activationjourney.com

“Even the smallest
creature can
change the world”
Galadriel to Frodo
Lord of the Rings

1. Follow us on Twitter
@HelenBevan
@JodiOlden
2. Subscribe to
3. Get materials from The School for Health and
Care Radicals: www.theedge.nhsiq.nhs.uk/school
4. Sign up for “Edge Talks”
TheEdge.nhsiq.nhs.uk
Four ways to connect!
@School4Radicals
@TheEdgenhs

References (1/2)
Ashoka (2014) What does leadership mean in the 21st century?
Berg O (2014) The Collaboration Pyramid revisited
Briggs D (2015) The elements of council as a platform
Deloitte University Press (2015) Business ecosystems come of age
Deloitte University Press (2014) The power of platforms
Foster F (2015) Using crowdsourcing to deliver transformational change (not
yet published)
Hagel J (2015) John Hagel at SXSW 2015: Narratives, platforms and movements
Hagel J (2014) Platforms are not created equal: harnessing the full potential of
platforms
Hamel G, Zanini J (2014) Build a change platform not a change program
Health Services Journal, Nursing Times, NHS Improving Quality (2015) ‘Change
Challenge’ interactive toolkit
Heimans J (2014) What new power looks like [YouTube]
Heimens J, Timms J (2014) Understanding “New Power”

Innovations- Kontor Väst (2013) Open innovation – a handbook for
Researchers [White Paper]
Ivanov E (2013) The Strength Within
Jarche H (2014) The Seek > Sense > Share Framework
Milton N (2014) Why knowledge transfer through discussion is 14 times
more effective than writing
O’Reilly T (2010) Government as a platform
Pearce D (2013) Social business discussions are the new documentation
Raymond E S (2001) The Cathedral and the Bazaar
Satell G (2015) 4 things you should know about platforms
Satell G (2012) How power is shifting from corporations to platforms
Schillinger C (2015) Forget social networks, think social impact [YouTube]
Scrivens J (2015) Enabling the experience of wholeness within enterprise
social networks
Simon P (2011) The Age of the Platform
References (2/2)

@HelenBevan @Jodi Olden #EdgeTalks@HelenBevan @TheEdgenhs #EdgeTalks

Other stuff
• http://www.slideshare.net/Meedabyte/beco
ming-platforms-harnessing-the-power-of-
communities-beyond-crowdsourcing-and-
openness?qid=d3fb5432-e5ac-4d13-a7a7-
d9604f4dfd9b&v=default&b=&from_search=8
• http://www.slideshare.net/InfoEcon/the-rise-
of-platforms-and-what-it-means-for-
business?qid=d3fb5432-e5ac-4d13-a7a7-
d9604f4dfd9b&v=default&b=&from_search=1
@HelenBevan @TheEdgenhs #EdgeTalks

More articles found during research,
not included in slide deck
• http://platformed.info/platform-thinking-
business-model/
• http://platformed.info/why-business-models-
fail-pipes-vs-platforms/
• http://shiftsurrey.org/wp-
content/uploads/2014/04/Shift_Guide_intera
ctive100414.pdf

Scrap the change programme - it's the era of change platforms

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (10)

Similar to Scrap the change programme - it's the era of change platforms

Similar to Scrap the change programme - it's the era of change platforms (20)

More from NHS Improving Quality

More from NHS Improving Quality (20)

Recently uploaded

Recently uploaded (20)

Scrap the change programme - it's the era of change platforms