Transformation Planning Workshop Template
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Transformation Planning Workshop Template

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Template for facilitating transformation planning workshop. Incorporates systems thinking, neurolinguistic programming, organisational change management, organizational change management, high......

Template for facilitating transformation planning workshop. Incorporates systems thinking, neurolinguistic programming, organisational change management, organizational change management, high level business architecture and clean language techniques.

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  • 1. Planning Workshop for Transformation Facilitator Pack Created by Rona Puntawe Ptschelinzew Contributor: Luca Castilleri Models Applied: Organisational Change Management, Clean Language, Neurolinguistic Programming, Systems Thinking
  • 2. Objectives Why are we all here today? 1.  Vision: To clarify intention and direction for the future 2.  Outcomes: To clarify outcomes to achieve the vision in terms of services, processes, technology (including data and content) 3.  Involvement: To clarify personal involvement in terms of capability and commitment 2
  • 3. Sample Agenda – What the Day Would Look Like 3 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM SET THE SCENE •  Executive Sponsor – Org’n Context •  Head of X – X Context •  Facilitator – Housekeeping EXPECTATIONS •  Expectations for the day •  Agenda and outputs •  Reason why we’re here •  Change is coming: Iceberg Model Rollercoaster of Change PREP VISIONING: •  Why having a vision is important •  Value of clear outcomes X VISION: ACTIVITY 1 Whole Group – Timeline LUNCH X OUTCOMES: WORLD CAFÉ OR BREAK-OUT 1. Groups of three Break-out 2. Presentations back to the group CAPABILITY AND COMMITMENT 1. Individual reflection 2. Group debrief X VISION: ACTIVITY 2 Break-out: Multiple POVs - Branding Outputs 1. Vision Statement 2. Brand - slogan Outputs Well-formed outcome statements– and information for further planning Outputs 1. Individual commitment to action – top three 2. Capability requirements and support needed RECAP AND NEXT STEPS
  • 4. Setting the Scene: Context What do we need to know about the (broader) organisation that impacts us? 1.  Aspirations 2.  Challenges 3.  What is expected of X (Group/Organisation) 4
  • 5. Setting the Scene: Expectations What do you expect to walk away with at the end of the day? 5
  • 6. Setting the Scene: Housekeeping and Guidelines Guidelines for the day to make the most of our time working together •  Put on a flipchart. •  List down all housekeeping guidelines 6
  • 7. Model: Iceberg – A Way of Looking at the Situation 7 Services What (Visible) Processes How (Below the Surface) Paradigms Why (Deep Foundation) 87% 13% What is deeper than meets the eye?
  • 8. Iceberg Model – A Way of Looking at the Situation 8 Services What (Visible) Processes How (Below the Surface) Paradigms Why (Deep Foundation) 87% 13% Why We Do What We do and Why We Do it that Way •  Mindset – Attention, Intention, Vision •  Culture •  Frameworks How We Do What We Do •  Workflows •  Practices •  Interactions What We Do and What Clients Experience •  Service Delivery - Actions and Tasks •  Documents and Records •  Data and Reports What is deeper than meets the eye?
  • 9. What to Prepare for - Waves of Change Changes will happen in overlapping stages 9 Wave 1: Future State (Visioning and Planning) Wave 2: Current State (Assessment) Wave 3: Improvement and Implementation We are here!
  • 10. What to Prepare For - Rollercoaster of Change 10 Current State Achieve X Vision 1 2 3 4 5 6 Clean Start Shock/Denial (Complexity) Depression/Anger (Chaos) “Hang-in” Point (Persevere) Hope/Readjustment (Systems) Rebuilding (Simplicity)
  • 11. ACTIVITY: Vision for Future State - Intention Clarifying intention for the future 11 Activity - Exploratory: Clean Space – Timeline and Future Pacing Walk along timeline on the floor (Future-Present-Past) – focus only on the positives for now 1.  What would you like to have happen in the future? 2.  What resources do you have right now? 3.  What worked really well in the past?
  • 12. ACTIVITY: Vision for Future State - Branding Clarifying how we want to be perceived 12 Activity – Branding and Positioning: Multiple Perceptual Positions From a Future State 1.  Imagine what the clients are saying 2.  Imagine what peers in the industry say about X 3.  Imagine what the enterprise services group say about the team 4.  Imagine what the team and future team members say about working in X Write on Post-it notes 2 phrases of what each is saying. List three adjectives from the following points of view from a desired future : 1.  The X team 2.  The clients: partners, team co-ordinators, staff, etc. 3.  Y colleagues 4.  Industry peers: X profession Alternative Activity: 1. Break into three groups, Group A: Clients Group B: Y Colleagues Group C: X Profession 2. Each group present a POV – role-play, provide a future-state perception of X
  • 13. ACTIVITY: World Café or Break-out Clarifying outcomes to achieve the vision Activity: Pitching for the Future Break into three groups Group A: Services Group B: Processes Group C: Technology (include Content and Data) Each Group will: 1. Develop Successful Outcomes for each Group (Refer to Guide) 2. Draw a metaphor or visual representation for your outcome 3. Present a pitch for the outcomes that you want to have happen in your group. 13
  • 14. ACTIVITY: World Café or Break-out Clarifying outcomes to achieve the vision 14 Activity - Clarity: Developing Successful Outcomes 1.  Outcome/Objective What would you like to have happen? State in positive terms, e.g. not a problem avoidance or remedy, but a desire. 2.  Intention What is your intention for achieving that outcome? What is deeper than that outcome? 3.  Achievability Has the outcome been done before? 4.  Evidence How do you know you have already achieved your outcome? What tangible evidence would you accept to indicate you have achieved the outcome? 5.  Resources What resources do you need to achieve your outcome? Be as comprehensive as possible. E.g. $$, skills, people, mindset, commitment, time, tools, etc. 6.  Consequences and Future Pacing What are the impacts or consequences of having achieved your outcome? Consider all stakeholders or parties involved. Are those consequences or impacts acceptable to all parties involved? If the outcome is given to you now, with all its consequences, will you take it?
  • 15. ACTIVITY: Capability and Commitment Clarifying personal involvement to achieve the vision Activity: Personal and Group Reflection 1. Individually, write down on Post-it Notes responses to •  What do I need to BE in order for all of that to happen? •  What are the three activities I can do over the next 3 months to help us achieve the vision and outcomes? 2. What do you need to be as an X team in order for all of that to happen? Debrief: •  Reflect on responses posted: What are the key themes? •  What support do we need to put in place for us to be what we need to be? 15
  • 16. Recap Changes will be introduced in potentially overlapping stages 16 Wave 1: Future State (Visioning and Planning) Wave 2: Current State (Assessment) Wave 3: Improvement and Implementation Pillars and Enablers •  Pillar 1: Services •  Pillar 2: Processes •  Pillar 3: Data •  Pillar 4: Content •  Enabler 5: Technology •  Enabler 6: Capability
  • 17. Structured Approach A structured approach provides an integration of comprehensive elements for transformation while maintaining a focus on the shared vision. Vision “Why does X exist? What does X want to have happen to enable the organisation to achieve its strategies?” Services “What services does X deliver?” Processes “How does X deliver its services? Content “How does X document and disseminate its practices” Data “How does X capture and harness data to support business decisions?” Technology “What technology and information management systems does X need?” Capability and Organisation “What does X need to be to achieve what it wants to have happen?” Rona Puntawe Ptschelinzew
  • 18. Next Steps (Example Only) 1.  Month n+1: •  Client feedback – interviews •  Service Development Workshop 2. Month n+2: •  Process Management Workshop •  Process Mapping Kick-off •  Activity Analysis 18
  • 19. Appendix: Preparatory Questionnaire Please answer the following in preparation for the workshop: 1.  What would you like to have happen for X in the long- term? 2.  What outcomes would you like to have happen over the next 12 months? 3.  What resources do we already have that you want to keep now and in the future? 4.  What keeps you up at night? 5.  What support do you need? Resources – anything of positive value, e.g. relationships, people, culture, skills, tools, etc. 19
  • 20. What do we want to walk away with at the end of the day? 20 Appendix: Preparation - Concept WHY What is the Planning Day for? WHAT What are we ‘planning’ for? What level of detail? HOW How do we set about achieving the plan? Next steps framing? Intent “Know why we’re embarking on this journey” à What’s the journey about? •  Alignment to Business Strategies •  Alignment of expectations “Get people on the bus” •  Know where we’re headed •  Shared principles and framework how to get there Clarity on approach and pathways Prepare for next steps Activities Framing: -> Business context -> Good to Great (?) •  Expectations setting •  Conditions for successful change Framing: Building Blocks for Vision Brainstorm what the experience and future we want to create for the following: •  Service •  Process •  Knowledge & Content •  Data and Reporting •  Technology •  Capability Framing: What would help us or hinder us? •  Levers -> what do we already have that could help (think outside the box) •  Risk -> what are the “unknowns” -> prepare for ‘surprises’ à progressing from fragile to resilient to antifragile Preparation •  Message from CEO and COO (?) •  Framing from Head of Group X •  Pre-read/Pre-frame – any key questions for the team? •  Agreed Structure •  Framing from Facilitator •  High-level Timeline •  Terms of Reference •  Examples of Risks and Levers •  Pre-read (?) Outputs Established: •  Vision statement •  Brand – tagline, metaphor? Defined: •  What we want to have happen by ‘stream’ •  What success looks like – how do we know when we’re there? Identified: •  Key Levers •  Key Risks to Vision •  What we need to be •  Agreement on Next Steps Clean Start World Café Part 1: Pillars Part 2: Enablers Clean Space Exercise Closing Questions? When at you’re best, that’s like what? What can I contribute? What support do I need?
  • 21. Appendix: Model - Systems Thinking Approach 21 Scan Position Measure Assess Action Goal # 2: Simplicity of Execution Goal #1: Clarity of Purpose Goal # 3: Sustain Results Change Journey
  • 22. Appendix: Model - Systems Vs. Analytic Thinking 22 Helicopter View Clarity of Purpose Link to Deliverables and Outcomes Analyse Parts and Relationships 1 2 3 OUTSIDE (Plan) INSIDE (Do) OUTSIDE (Check) Take Action 1 2 3Work ON X Function Work IN X Function Check ON X Function
  • 23. Theme and Feel for the Day (Example Based on Preparatory Interviews) What kind of experience do we want to create? 23 Energized! I feel that I will supported. It’s achievable! I know WIIFM (What’s in it for me?” I have a contribution to make. Learned something new. Clear on what happens next. I will be challenged but it’s going to be rewarding. This will help me in my role.
  • 24. Appendix: Ways to Grasp Knowledge 24 Conceptualising Experimenting Experiencing Reflecting
  • 25. Appendix: The “Parking Lot” Stop Start Park Rona Puntawe Ptschelinzew