The First 100 Days of Sustainable Change                  leaders to be used during the change process. The               ...
First 100 Days                                               Through this phase additional attention is given to          ...
1. accessed 27th November 20102.   Kotter and Schlesinger...
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The First 100 Days Of Sustainable Change V05


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How to open up the organisation to change and how to energise participants using 4 phases: Listen, formulise, mobilise and 1st deliverable.

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The First 100 Days Of Sustainable Change V05

  1. 1. The First 100 Days of Sustainable Change leaders to be used during the change process. The skilled change leaders must be familiar with theThe term “sustainable change” is defined as “the frameworks, tools and techniques available inpermanence of goals, behaviours, relationships, order to use the appropriate ones given aprocesses and systems for business advantage particular circumstance. There is no silver bullet,following a change”. no one technique will be fit for purpose for allDemand For Change scenarios. Such tools include appreciative inquiry, collaborative loops, Balanced Scorecard, Six Sigma,Heraclitus 500BC stated Everything is in flux, like 7 Whole Scale Change, etc . Trust, employee 0the constant flow of a river ; 2500 years later engagement and social networks form the floor ofKotter (1996) states “The rate of change is not the house and addresses social theory; this givesgoing to slow down anytime soon. If anything, us firm grounding to walk on and utilises thecompetition in most industries will probably speed organisational social strengths and intellectualup even more in the next few decades”. The capital in designing and developing employee-leddemand for change is not going to diminish, change.certainly not in the short or medium term. Trust is multifaceted: trust in the executives toSuccess of Change articulate the true organisational problems,70% of change initiatives fail and this statistic, without corporate rhetoric or spin. Trust in thequoted since the 1990’s, shows no sign of change leaders to lead to achieve the agreed 2 3 outcomes and trust in the employees to own theimproving (Kotter and Schlesinger , Senge , Rick 4 5 6 change. There is a clear objective to eradicateMaurer , Morley , Blanchard ). This means that alarge element of the change effort results in hidden agenda’s and information asymmetryunsuccessful or dissipated change efforts i.e. part through openess. Employee engagement gives theof the change outright fails or the outcomes are employees the voice and managers the skills to benot sustained in the organisation culture. open to listening to employees.There is widespread debate in the change Executive Sponsorship and commitment andcommunity regarding change management as an Communications and Stakeholder Managementart or the rationalisation as a process which the form the walls of the house. Key success factors ofartists argue negates the emotional intelligence change is ensuring executive sponsorship; thisaspects that are required to sustain change. does not imply top-down driven change (althoughActually, we need to combine these views to in some scenarios, e.g. short-term survival, thisprovide a holistic view of organisational change maybe desirable) but provides executive voice andand this principle underpins the House of Change. support in the organisational power and political structures to acquire or retain required resources.The House of Change Communication needs to be targeted, appropriate, timely, and needs to resonant with the audience. All too often communication is distributed too widely losing focus and, hence, loses resonance. The heart and soul of the house is the organisation culture and psychology and the heart of change is the execution strategies to be adopted to effect the change. The selection of execution strategy must be cognisant of the organisational culture and psychology that exists today and where the organisation wants to be. All of these aspects of the house are required in order to turn the bricks and mortor of the house into a home and fulfil the outcomes.The foundations of the house of change are theframeworks, tools, techniques and skilled change © Chris Phillips-Maund Page 1 of 4
  2. 2. First 100 Days Through this phase additional attention is given to fostering the social networks and evangelising the In the first 100 days the House of Change is formed change activity to the wider organisation networks for the particular organisation; opening up the st by building on the successes of the 1 deliverable. organisation to change and energising the participants to achieve greater step-change. The first 100 days focuses on participative interactions with executive sponsors and identification and development of change groups to develop the outcomes in terms of goals, relationships, behaviours, systems and processes and the methods and mechanisms to monitor the sustainability aspects of change. The first 100 days is broken down into 4 month st phases Listen, Formulise, Mobilise and 1 Deliverable. Listen The key focus here is to identify the key Two key activities flow through the 100 days stakeholders, set up change groups and listen to Manage Executive Sponsorship & Commitment gain an understanding of the organisation culture and Communications and Stakeholder and psychology. Management. These are the walls of the House of Change. A key outcome of this phase is the identification of organisational strengths. Benefits: Formulise 1. Reduced Business Risk: through increasing the ratio of successful change this reduces The formulise phase takes the output from the the organisational business risk by securing Listen phase and develops the outcomes, and more return per unit invested agrees the change strategies to be adopted to 2. Reduced Operational Cost: through the increase the success ratio of change. reduction of change not meeting expectations, reduction in dissipated change Mobilise outcomes and reduction in rework The mobilisation phase energises the change 3. Increased Return on Investment (ROI): groups to execute the agreed change strategies. reducing business risk and operational cost and increasing the ratio of success will result During this phase a key output is the definition of st in an increased ROI. the 1 deliverable to be delivered in month 4. This fosters the required level of urgency for senior “All of this will not be finished in the first 100 executives and the change groups to celebrate and days. Nor will it be finished in the first 1000 days, visualise success. … nor even perhaps in our lifetime on this planet. st But let us begin” John F Kennedy Inaugural 1 Deliverable th Address 20 January 1961 st The 1 deliverable is made and the change anchored, through addressing the sustainability criteria Chris Phillips-Maund, mathematician, philosopher, spiritualist and change leader. Chris has 22 years’ experienceproviding visionary delivery of sustainable change resulting in bottom-line improvements and competitive advantage in financial services, consumer electronics, defence and transport sectors. Chris profile and e-mail © Chris Phillips-Maund Page 2 of 4
  3. 3. 1. accessed 27th November 20102. Kotter and Schlesinger (2008), Choosing Strategies for Change, Harvard Business Review3. Senge, 2007, The Fifth Discipline: The Dance of Change4.*OoOVc96RRabyRdaKDF2WkehNFlwYh2CgF-sw58sVL1- GU5qXrWXqnp6MYgejoaMsn7jKI6yDuXh-BawSxGNvcHMvv/WhyChangesFailExecBriefingAug13final1.pdf accessed 9th December 20105. accessed 9th December 20106. accessed 9th December 20107. Holman P., Devane T. and Cady S.2007, The Change Handbook Berret-Koehler Publishers Inc, San Francisco © Chris Phillips-Maund Page 3 of 4
  4. 4. © Chris Phillips-Maund Page 4 of 4