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    Mobilisation gsw Mobilisation gsw Presentation Transcript

    • 10. Mobilisation and Client Leverage
    • RUNNING HEAD: 10 BOLD ALL CAPSSection Objectives• Introduce the basic concepts of mobilisation and leverage.• Introduce the mobilisation building blocks and how they relate to more traditional practice approaches: – Mobilisation events. – Town meetings. – Change agents. – Action Learning Teams.• Suggest how mobilisation building blocks can be used on projects.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -2-
    • RUNNING HEAD: MOBILISATION AND LEVERAGEOBJECTIVES OF 10 BOLD ALL CAPSMobilisation and leverage interventions Objective of Mobilisation and How They Work Leverage Interventions • Generating involvement, ownership and buy-in. “Move an organisation towards a purpose while achieving • Creating momentum, energy, and focused action. • Leveraging consulting resource. • Leveraging organisation skills and knowledge. • Communicating widely and quickly.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -3-
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION AND LEVERAGE IN RESULTS DELIVERYThree key components of change deliver lastingimprovement in business performance “Improve” “Mobilise” “Sustain”• Identify opportunities to • Mobilise and leverage • Build the capability to improve performance, the appropriate parts sustain the changes and and implement changes of the organisation to continue to improve, e.g.: to achieve them, e.g.: support the changes – Business planning – Strategy processes – Process improvement – Key performance indicators – Process re-engineering – Management development – Cost reduction – Personal performance – Information Management management and development systems Mobilisation supports the changes needed to improve and sustain the business.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -4-
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION AND LEVERAGE IN RESULTS DELIVERYWhat is the business case for mobilisation and leverage?• The primary benefit is as an enabler of sustainable change, not a deliverable in its own right: – A large amount of energy and emotion is released, which can be harnessed to drive the project forward.• Benefit derives from the deliverables for the project and workstreams: – Mobilisation can accelerate, giving a cash-flow impact. – Mobilisation can spread best practice, multiplying the effect. – Mobilisation involves and empowers, increasing support and lowering resistance to change. – Mobilisation provides context, and creates an alignment of activity with the organisational goals. – Mobilisation can touch sufficient people to get a critical mass of support. – Mobilisation can reframe thinking and create breakthrough solutions.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -5-
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION AND LEVERAGE IN RESULTS DELIVERYMany longstanding Gemini approaches include elements ofmobilisation and leverage• Most project designs include streams designed to: – Communicate effectively across the organisation: • Launch • Newsletter • Helpline • Suggestion scheme • Roadshows, etc. – Gain organisational buy-in and alignment: • Executive/top management off-sites • Workshops • “Coaching” (especially in change skills)• The typical project process includes: – Cross-functional team building/problem solving (NWTs, Joint Team). – Involvement/validation by those affected by change (Brown/White Paper Fairs).• Additionally, Gemini has strong process and facilitation skills. See also “Communications” section.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -6-
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION AND LEVERAGE IN RESULTS DELIVERYHowever, these approaches can have limitations, if used inisolation Limitations of Approaches Benefits of Using With Used in Isolation Mobilisation Tools • Joint Team, NWT members and clients • Can reach many more people than touched are not always sufficient to before, helping to achieve critical mass. achieve critical mass. • Can touch other parts of the • Can get “boxed in” organisationally, organisation, broadening the working in one part of the business, transformation and awareness of reducing transformation impact. Gemini. • Communications streams often use • Powerfully engages people around the passive media, such as newsletters. change objectives. • Too slow! • Can cycle compress implementation. • Can generate only incremental, rather • Can be used to achieve radical change than framebreaking change. and stretch targets. The limitations are becoming more significant as our clients become bigger, more complex, and expect more consultant leverage.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -7-
    • Mobilisation Building Blocks
    • RUNNING HEAD: 10 BOLDBLOCKSMOBILISATION BUILDING ALL CAPSThere are four basic mobilisation and leverage buildingblocks Building Block Description • Mobilisation Events • Large groups, usually cross-functional, multi-level—which have a role to play in, or are affected by, specific sets of changes in the way they do business. • Forums for large groups of employees, usually multi-level, to • Town Meetings address questions to, and get answers from, senior management concerning any aspect of the business: • Can be component parts of Mobilisation Events. • Action Learning Teams • Client teams, usually led by a Change Agent, which create opportunities for radically different ways of improving and behaving through a process of discovery. • Change Agents • Clients who are trained by Gemini to coach and deliver mobilisation and leverage interventions.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 -9-
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSMobilisation Events are not one-off, isolated occasions• They must have a clear purpose within the Project Design: – Clear objectives, e.g. generate To-Be process. – Clearly defined inputs, outputs and next steps e.g. NWTs, RATs, ATs.• The participant list should be driven by the objectives, but is usually: – Cross functional. – Large (400 is the largest so far). – Mixed levels.• The ground rules for behaviour model other Gemini interventions, including Town Meetings.• To reinforce commitment, they should always generate actions: – Fully-fledged workstreams. – Action Learning projects. – Personal action plans.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 10 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSDuring successful Mobilisation Events, participantsexperience a predictable mindset change cycle Strong Overcome Positive obstacles to Engage change Mindset Create new Change frame Neutral Cycle Break current frame Strong NegativeIntellectual • Prepare to • See business • Begin to accept validity • Explicitly raise and address suspend issues from a of new business personal and organizational Cycle obstacles to change normal new perspective perspective and goal set: prejudices/ global competition, shared • Define actions and be objective aspirations, leveraging workstreams; shift to line resources, winning manager ownership • Begin to feel change is withinEmotional • Recognise • Feel demoralized/ • Begin to want to change, their grasp/first steps are existing angry about the but don’t know how; angry Cycle feelings as status quo that recipe not given clear legitimate • Feel need to change The design of the Event must ensure that participants are not at the emotional low when it finishes.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 11 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSMobilisation Events have been used to initiate actions andprojects to fix the Product Creation Process • Example: Electronics Company Agenda (2 days) Evening • MD Welcome • Outside speaker: –Business Transformation Case Study • Attendees: (Plenary) Day 1 – Top 50 managers. • Introduction to Business Processes (Plenary) • Objectives: • Examples of PCP failures (Plenary) – Identify key breakdowns in Product • Idea generation for Development Creation and associated processes. Processes; As-Is mapping of marketing processes, and idea generation – Develop possible solutions to Product (small group work) Creation Process (PCP) problems. • Report back – Gain commitment to launch and support (Plenary) projects to fix PCP and related processes. • Prioritisation of PCP improvements (small group work) • Report back (Plenary) Morning 2 • Action planning (small group work) • Report back (Plenary) • CloseGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 12 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSThe Event agenda must reflect the mindset change cycle Strong Overcome Positive obstacles to Engage change Create new frame Neutral Break current frame Strong Negative Introduction Small group Report Small group Report back Injection work to back to Typical Agenda: Background of data work to identify to whole refine whole ways forward group Scene setting solutions group• Each session needs to be clearly defined: – Objectives – Inputs – Outputs As a stream progresses, the low point in the cycle will not be so marked.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 13 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSProperly planned, Mobilisation Events can create leverage• Events, although time consuming, can be time effective: – Usually can get more senior management time to work issues. – Gathers all key players together. – Forces pace in terms of decision-making. – Much more effective use of “part time” resource. – Emotional and intellectual energy can create breakthrough results.• Consultants can use Events to cycle compress and manage time: – Gains greater understanding and commitment faster. – An alternative to NWTs as an approach to managing streams of work: for example at a retail client: • 1 Consultant and 1 Joint Team member manage 3–5 streams. • Normal NWT approach might suggest 2–3 consultants and 5–7 Joint Team members.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 14 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSMobilisation Events can be organised as a vertical cascadedown the organisation Example Event Description • Participants in one Event • Corporate and senior business managers lead the generate Corporate initiatives, set targets cascade and track progress. Events lower down, as • Senior business managers and middle appropriate management clarify implications of corporate initiatives, and generate projects to meet targets. CASCADE • Cross functional senior, middle and junior management use mobilisation Events as part of project architecture. • Analysis and data are carried from one session to another to build learning and capabilities. Town Meetings can be similarly used to cascade messages through an organisation rapidly.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 15 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSThere are some clear CSFs for Mobilisation Events• Clear objectives and required outputs from the Event.• Commitment and support from the owner of the Event.• Carefully prepared input (garbage in, garbage out): – May have taken weeks or even months: • Brown papers. • Focus interviews/executive interviews. • Other analysis.• Carefully design the agenda: – Clear objectives and outputs from each session. – Manage the mindset change cycle. – Actively involve all participants as much as possible: • Minimise the lecturing. – Vary the nature of the sessions to avoid boredom.• Sufficient facilitators and floating resources to cope with the unexpected.• Facilitators well briefed on the content and outputs for each session.• Good logistics management during the Event.• Clear, unambiguous RACI.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 16 -
    • RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSDo not underestimate the resources needed for an Event• Manpower for: Preparation During the Event Follow-up • Event and venue logistics, • One facilitator per small • Debrief with the owner. including invitations. working group (typically 10–12 people). • Send out copies of the • Agenda design and output (if not done at the specification of session • One overall Event Event). outputs. facilitator. • Plan how commitments • Injections of data. • One floating facilitator per and action plans will be 7 or 8 small working followed up. • Facilitator training. groups. • Briefing the owner. • Secretarial/Mac resource. • Cost: – The cash cost will clearly vary depending on the scale of the Event, the location, and the sophistication. – The hidden cost is having a large number of managers out of the business for the duration, including travelling time. – Mobilisation events are now priced seperately on the Gemini pricing sheet.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 17 -
    • RUNNING HEAD: 10 BOLDBLOCKS: TOWN MEETINGSMOBILISATION BUILDING ALL CAPSA successful Town Meeting requires careful planning andmanagement• Preparation: – Coach senior management group about their role. – Plan how questions will be collected and asked. – Facilitator should understand the “big issues” that are likely to arise. – Manage invitation and venue logistics.• During the Town Meeting: – Manage the nature of the questions according to the emotional level of the meeting. – Senior management answer questions, not give lectures. – Senior management should take decisions, rather than just give information, if the decision demands. – Focus on the issues—not the emotions and personalities. – Check that questions have been answered satisfactorily. – Record all commitments and questions that are deferred for lack of information.• Follow-up: – Debrief senior management. – Distribute meeting summary and next steps. – Ensure outstanding questions are answered, and decisions implemented.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 18 -
    • RUNNING HEAD: 10 BOLDBLOCKS: CHANGE AGENTSMOBILISATION BUILDING ALL CAPSChange Agents are the key to real leverage• Change Agents should be: – High fliers. – Well respected in the organisation. – Able to influence people.• Change Agents need training to deliver Mobilisation Events and Town Meetings, and lead Action Learning Teams: – Change Management skills. – Project design management skills. – Team building skills.• Change Agents need support: – Senior management mentors: • To guide the Change Agents. • To help them overcome obstacles. – Offline coaching: • Day-to-day project management issues. – Network of other Change Agents where possible. Change Agents also need a clear mandate from senior management if they are to be effective.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 19 -
    • RUNNING HEAD: 10 BOLDBLOCKS: ACTION LEARNING TEAMSMOBILISATION BUILDING ALL CAPSGemini needs to create the conditions for Action LearningTeams to succeed• Action Learning Teams are: – Usually led by Change Agents. – Usually part time. – Charged with solving a specific problem. – Temporary.• The CSFs are: – Charter requires a “Breakthrough”. – Change Agent selection and training. – Visible senior management support and commitment. – Explicit commitment of superiors to the time contract of team members for regular role and ALT role. – Mentoring role of senior managers with Change Agents. – Clear date for reporting back achievements to senior management. – Regular support, coaching and progress checking by Gemini/project office with Change Agents.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 20 -
    • RUNNING HEAD: 10 BOLDBLOCKS: ACTION LEARNING TEAMSMOBILISATION BUILDING ALL CAPSAction Learning Teams are the highest form of leverage,both of the organisation and consultants• Action Learning Teams tend not to be as driven by established procedures or skills as a Gemini NWT or Analysis Team, but offer much more leverage.• Action Learning Teams provide the opportunity for invention and reflection, creating the environment for the client to develop breakthroughs in performance. • Medium learning NWT • Medium leverage • High control • Strong deliverables Analysis Team • Patchy learning Action • Low leverage Learning • High control Team • Very strong deliverables • High learning • High leverage • Low control: higher failure rate • Patchy deliverables High leverage models contrast strongly with other Gemini approaches in terms of the control that can be exercised. See also “Task-based Teams” section for other types of teams on projects.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 21 -
    • RUNNING HEAD: 10 BOLDBLOCKSMOBILISATION BUILDING ALL CAPSClient expectations need to be very carefully managedwhen using mobilisation building blocks• Mobilisation Events are costly and high profile: – Clients need to understand why we are doing them and where they fit in, so that they can support or defend them.• Town meetings need careful preparation, time and personal investment from senior management – Higher potential return in mobilisation but higher related risk in managing process and outcomes.• Action Learning Teams are “high leverage, low control”: – Clients need to understand why we are doing them, and what to expect in terms of benefits and deliverables, compared with other consulting approaches. – Mobilisation benefits are primarily in terms of enhancing other outcomes and benefits: – Seldom directly quantifiable.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 22 -
    • Mobilisation in Projects
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION IN PROJECTSThere are two different levels of mobilisation• Transformation mobilisation: Mobilise the entire organisation around the transformation.• Stream mobilisation: Mobilise the affected parts of the organisation around the stream: – This is appropriate in transformation and non-transformation projects. Mobilisation should never be a separate stream, but an integral part of the way we deliver projects. See also “Project Design” section.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 24 -
    • RUNNING HEAD: 10 BOLD ALL TRANSFORMATION MOBILISATIONMOBILISATION IN PROJECTS: CAPSWhat does a mobilised organisation look like?• Vision and values are clear and understood.• Vision translated to every job—employees know how they contribute.• Individuals feel a sense of ownership of the company’s performance.• Forums exist for individuals at all levels to contribute to defining how the vision will be implemented.• Communication is fast and fluid and a by-product of involvement: – Understanding and knowledge are sources of competitive advantage for the organisation, not individuals.• Improvement initiatives are ambitions, focused top-down and driven bottom- up, and encounter little resistance (there are few surprises; the whole organisation is actively engaged).• Once a direction is chosen or decision is made, it moves fast: – Faster than competitors because of an aligned and committed workforce. Since Transformation requires a business to work with new paradigms, mobilisation needs to be part of the project design.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 25 -
    • RUNNING HEAD: 10 BOLDBLOCKS; MOBILISATION EVENTSMOBILISATION BUILDING ALL CAPSOver time at the Electronics client, a model of horizontalcascades developed CII CII FUa(2) CII CII • PCP focus FU(3) FU(4) Change Agent Training • Train Change Agents for PCP projects Change Projects Management • Focus on Development Resource to Programme Allocation Process fix PCP Project facilitation OEM • Focus on quotation process Centurion • Allow priorities to be set Business Planning • Focus on strategic Centurion planning process CII • Review FU(5) achievements Analysis and data are carried from one session to another to build learning and capabilities.a. FU = follow up.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 26 -
    • RUNNING HEAD: 10 BOLDBLOCKSMOBILISATION BUILDING ALL CAPSThe mobilisation building blocks complement other Geminitechnologies• Mobilisation Events can be combined with NWTs, RATs and Analysis Teams in many ways, e.g.: Process re-engineering Event NWT Event NWT • Launch • Generate To-Be • Review charter from As-Is • Initial idea generation Quick hit improvements Event RATs Event • Launch • Report back on • Identify quick hits achievement Develop strategic intent Event AT Event AT Event AT • Launch • Review • Develop • Review current initial outline strategy, findings strategic emerging issues optionsGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 27 -
    • RUNNING HEAD: 10 BOLDBLOCKSMOBILISATION BUILDING ALL CAPSThe mobilisation building blocks complement other Geminitechnologies (cont.)• Facilitation skills are important for all the building blocks: – Mobilisation Events require challenging facilitation to deliver the outputs. – Good facilitation is key to the success of Town Meetings. – Change Agents need to be trained in facilitation.• PS/TB is equally a core requirement: – This is at the heart of the small group work sessions in Mobilisation Events. – Again, a core skill for Change Agents to use with their teams.• Joint Teams can be involved in preparing and running Mobilisation Events and Town Meetings.• Executive Steering Groups are just as relevant to managing the project when using mobilisation and leverage building blocks.• Client communications and newsletters are still necessary, reaching even larger audiences and informing them of the projects, progress and changes. See also “Client Communications” section.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 28 -
    • RUNNING HEAD: 10 BOLD ALL TRANSFORMATION MOBILISATIONMOBILISATION IN PROJECTS: CAPSThe initial mobilisation architecture should be developed atthe Project Design stage• The data needed would usually be collected during the Scoping phase.• The project design should consider the three key dimensions: Improve Mobilise Sustain• The top clients should be involved as early as possible to create additional ownership and gather further insights: – The Transformation Map is a powerful tool for this. – Not every population should be targeted See also “Transformation Mapping” section.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 29 -
    • RUNNING HEAD: 10 BOLD ALL TRANSFORMATION MOBILISATIONMOBILISATION IN PROJECTS: CAPSThe mobilisation imperatives are the gap between the As-Isand the mobilised To-Be organisation Internal (Executive & Focus Interviews) External Benchmarks • Industry Including: • Their issues • Industry leaders • Skills • Technology trends • Who they admire • Customer trends • What do they think needs to be done? • Competitor actions • What are they doing? • Different geographic markets • What has been tried? • History: Background, training; mobilisation, initiatives, change programmes Organisation As-Is Organisation To-Be • Power imbalances • Power balances • Disconnected Mobilisation Imperatives • ConnectedGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 30 -
    • RUNNING HEAD: 10 BOLD ALL TRANSFORMATION MOBILISATIONMOBILISATION IN PROJECTS: CAPSThe mobilisation architecture—the plan to move theorganisation—can be developed based on the imperatives • Example: European Retailer (process took about 1 month) Organisation As-Is Mobilisation Imperatives Organisation To-Be • Partnership between Retail • CEO/Division divide Operations and Buying & • CEO/Divisional MD team Merchandising • Financial underperformance • Strong financial returns • Raise management competence • Buying and merchandising • World class retailer • Standards set and maintained in • Customer driven basic • Entrepreneurial culture • Empowered store managers • Respected management capability • Staff identify with divisions and corporate Mobilisation Architecture • Large (300 person) Events focused on store manager, with CEO, MDs and other executives present • Event for top 130 to develop the vision • Develop Executive Group (CEO & MDs) • Cross corporation management, store managers and sales staff development workshops • NWTs to engage middle management on supply chain and retail best practiceGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 31 -
    • RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATIONMOBILISATION IN PROJECTS: CAPSMobilisation building blocks are valuable within individualstreams too• The same three key dimensions are relevant to the stream design: Improve Mobilise Sustain• Mobilisation seeks to create shared ownership and momentum for problems and their solution through involvement.• The benefits can include: – Gain a critical mass of support for the change. – Reduce resistance to change. – Compress the time to implement change. – Leverage the organisation’s knowledge and experience. – Leverage the consulting resource. – Embed learning so efforts are sustaining.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 32 -
    • RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATIONMOBILISATION IN PROJECTS: CAPSSmall scale Mobilisation Events have been used to developshared visions and business plans• Example: Chemicals Company (6 months): Understand How well are we What are our core What are the options Develop shared implications of performing? competences and for the business in vision corporate history improvement opportunities? the future? Launch initiatives Leadership and deploy Group Events: resources • Action Learning Team of high-potential middle managers supports leadership by preparing high-quality analyses, insights, and recommendations. • Action Learning Team members later used to lead projects to begin making the vision happen.• Example: Electronics Company (2 months): • Agree process • Review findings • Review draft • Agree restructuring • Review • Finalise • Surface initial • Raise issues restructuring plan plan Business Plan Business Plan concerns • Raise issues • Review analysis • Raise issues • Raise issues AT AT AT AT AT • Review of market, • Additional • Revise restructuring • Additional analysis • Revise customers, analysis plan • Product range Business Plan, competitors and • Develop draft • Analysis of new requirements add action costs restructuring markets, industry • Draft Business Plan plans plan trendsGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 33 -
    • RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATIONMOBILISATION IN PROJECTS: CAPSA combination of Analysis Team, mobilisation Events and coaching have beenused to drive project workstreams from the Strategy and Operating Plan NWT Coached Operating CEO Plan Development NWT ProjectAT Board Present- Board Workstreams Review ation Review NWT NWT Strategy Development Operating Planning Operating Planning Event 1 Event 2 (50 people) (80 people) The Managing Director was very pleased with the level of commitment to the operating plan and project workstreams.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 34 -
    • RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATIONMOBILISATION IN PROJECTS: CAPSA two day, 100-person Event kicked off five major streams, identified trainingneeds, and highlighted the need to “just do” other things HR Kick-off Event Steering Group Management Capability 10–15 workshops for 25–40 people each Performance Mgmt NWT • All of these streams will use NWT Branch Mgr Dev NWT members from the Kick-off Event, and will use mobilisation tools to pilot cross-divisional processes in Sales Staff Dev NWT lead divisions • Led by 1 Gemini consultant and 1 joint team member TM Productivity NWT HR Change Skills Training Workshops for over Action Learning Team 100 HR professionals Action Learning Specific Action Plans Team • Equal opportunities • Cross-division job opportunities The kick-off Event was key to setting priorities and gaining commitment.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 35 -
    • RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATIONMOBILISATION IN PROJECTS: CAPSMobilisation Events were used to accelerate the implementation ofperformance planning and monitoring systems in a 7-division business • 60 people: – Mainly from divisions. – 20 positioned as NWT members. • Inputs: As-Is from A&D. • Outputs: Strawman To-Be. • Presentation to CEO and MDs at the end: – Builds. – Sign off. June July August September October NWT: Strategy Planning Process NWT: Key Performance Indicators NWT: Budget Process NWT: Capex NWT: Operating Planning Process To-Be refinement Resources: Achievements: • 60% Gemini consultant. • Compressed: – Budget cycle (6 months to 6 weeks). • 11/2 Joint Team members. – Capex cycle (9 weeks to 3 weeks). • Introduced: – Strategic and Operating planning processes. – Key Performance Indicators. • Reviewed first set of Operating Plans on 15 September.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 36 -
    • RUNNING HEAD: 10 BOLD ALL A&DMOBILISATION IN PROJECTS: CAPSMobilisation has been used in a number of A&D’s and is planned totake an increasingly prominent role in scoping transformationTypical timeline (Weeks) 1–2 3–4 5–6 7–8Phase • Introduction to Business • Sizing issue • Developing • Project start-upElements • Clarifying issue • Creating insights way forward • Identifying • Earning right alignment/energy Board and functional focus interviewsMobilisation Top management team workshopsTool Mobilisation events Town meetings Mobilisation accelerates and deepens client buy-in and can compress the cycle time.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 37 -
    • RUNNING HEAD: 10 BOLD ALL A&DMOBILISATION IN PROJECTS: CAPSAt a retail client, it was key to consistently developing theBoard, and took 4 not 6 weeks as a Scoping phaseTime Line Week 1 Week 2 Week 3 Week 4 • Clarifying issue • Sizing • Developing way • Project start upPhase issue/creating forwardElements insights EI Board Board updates Board Project Design ESGGroup ATsWork RATs NWTs FI Departmental [Some diagnostics] Functional Project Design • Upward momentum • Roll outTown (after executive &Meetings focus interview state) Mobilisation is not just for the “Masses”.GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 38 -
    • RUNNING HEAD: 10 BOLD ALL A&DMOBILISATION IN PROJECTS: CAPSJudgement and timing are key when mobilising within anA&D, but the rewards can be great Benefits Caveats Board Executive • Eliminates: • Retain a number of 1:1 meetings with key clients to: Interviews (EI) –Many unnecessary hours of individual EIs and feedback –Capture differences/dissent –Hours of analysis and panel smithing –Handle highly confidential information • Demonstrates how the Board work together –Build partner relationship with MD/KIs • Facilitates concensus: –Manages conflict • Builds tremendous springboard into: –Board updates –Board project design • Moves the Board on in their understanding of themselves and the Business • Develops total Board relationship necessary for Results Delivery transition • Develops consistent/sustainable Board trust Functional • Eliminates unnecessary hours of individual meetings to • Retain a number of 1:1 meetings with key clients to: collect and feed back –Capture differences/dissent Focus • Captures whole department –Handle highly confidential information Interviews (FI) • Depersonalises –Build partner relationships • “Educates” lower levels within Organisation • Lays foundation for Results Delivery co-operation Town Meetings • Groundswell/approval of need confirmed • Be clear on type and outputs of meeting During weeks 2–5 • Data inputs to Study Design or Project Design • Timing is vital to use outputs correctly • Starts expectation of communication • Updating mechanism • Roll-out mechanism • Launches format for wider data collection/problem-solving During weeks 5–8 forums • Can be extended as a vehicle for workstream acceleration within RD (e.g. leaping from As-Is to To-Be)GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 39 -
    • RUNNING HEAD: 10 BOLD ALL A&DMOBILISATION IN PROJECTS: CAPSAt a retail client we directed the Board and mobilised themasses MD & KI interview 2 issues: 1:1 • How to expand to Continent • How to destroy Retail Ops mafia 27 ISSUES!! • Issue identification: (all UK based) We saw hidden issues: –Background • Board weaknesses –Themes –Lack of decision making –Prioritisation vs Strategic Intent and –Lack of focus –Unused to working together Ops plan –Current initiatives –Reasons for failure Board starts to recognise 2 key issues: own weaknesses • Strategy • Business targets vs progress on • LFL decline current initiatives: –Gap analysis Board Updates Study Planning –Study/next steps design • Confirmation • Sizing Study Findings • Redirection Functional FIs • Reprioritisation Creating Board • Decision making confidence • Analysis • Energise • Findings • Legitimatizes Board Project Design—using Metaplan Town Meeting (i) Preliminary design data • Feedback – Internal – External • [inter meeting detail design] (ii) Ratification of Design and TargetsGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 40 -
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATION IN PROJECTSAlthough we are still experimenting with what to use when,we can outline some initial ideas Possible use of mobilisation tools Task Change Agent/ Possible other tools Mobilisation Events Town Meetings Action Learning also employed Team • Develop • Develop intent/strategy • Communicate • Evaluate and • Analysis Teams to inject strategic intent with senior management strategy/intent to the implement new data into • Develop • Gain commitment of whole company business Events/structure and business senior/middle opportunities further develop strategy management to the • Develop intent hypotheses and intent/strategy recommendations discussed at Events • Identify best • Bring together • Communicate activity • Codify Best • Analysis Teams to practice practitioners to identify around Best Practice Practice benchmark Best Practice and surface concerns • Implement Best • NWT to codify Best • Bring together Practice Practice practitioners to • Create new • NWT to implement disseminate practices Best Practice • Process • Generate As-Is • Communicate activity • Construct As-Is • NWT to construct As-Is improvement • Validate As-Is and around process • Refine detail of • NWT to refine To-Be • Process re- generate To-Be improvement/ To-Be • NWT to implement engineering • Validate refined re-engineering and • Implement To- To-Be To-Be surface concerns Be • RATs to effect “Easy Wins” • Organisational • Different parts of the • Communicate the • Develop new • Analysis Teams for redesign organisation work new organisation, the teams, post the sensitive • Organisational through the underlying rationale, changes organisational design/ right-sizing implications of the and surface concerns right-sizing To-Be new organisation • NWTs to map As-IsGDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 41 -
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATIONLearning from Experience• Current experience is project based, and only a starting point: Client Tools Used Key People Consumer Mobilisation Events John Bateson VMS 340 3503 Electronics Town Meetings Jayne Buxton 340 3196 Change Agents/Action Marc Coladon 441 2047 Learning Teams Gavin Fraser 340 3222 Faith Gibson 340 3100 Joanna Horsfall 340 3245 Mark Harford 340 3235 Retail Mobilisation Events David Barrett 340 3182 Town Meetings Carrie Coombs 340 3205 Peter Keuls 340 3262 Mary Kennedy 340 3261 Harry Steadman 340 3337GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 42 -
    • RUNNING HEAD: 10 BOLD ALL CAPSMOBILISATIONLearning from Experience (cont.) Client Tools Used Key People FMCG/Drinks Action Learning Teams Peter Keuls VMS 340 3262 Faith Gibson 340 3100 John Riker 340 3316 Chris Tchen 340 3341 Financial Action Learning Teams Faith Gibson 340 3100 Services Mobilisation Events Peter Keuls 340 3262 John Riker 340 3316 Chris Tchen 340 3341 Mobilisation in A&D’s Gavin Fraser 340 3222 Didier Bonnet 340 3189GDBP Guidelines—Discovery—Mobilisation & Client Leverage Proprietary to Gemini Consulting 03/19/12 - 43 -