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Sourcing lecture 2 ITSM Leadership and organizational Change


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Sourcing lecture 2 ITSM Leadership and organizational Change

  1. 1. ITSM Specialization Sourcing 2012-2013 Prof. Frank Willems Lecture 2: Leadership and Change management
  2. 2. Sourcing definition The dynamic planning and organizing of the supporting processes, people, resources and capabilities, needed to obtain the business goals 2
  3. 3. Change management Why is sourcing all about change? 3
  4. 4. Lecture 2 Change management 1. Outcome of Digital Selftest 2. Vision on Change management 3. Five ways of thinking about change 4. Diagnosis 5. Change strategy 6. Interventionplan & interventions 7. Change agent 8. The Change approach for Sourcing 4
  5. 5. Name Yellow Blue Red Green White Simon 25 23 Edward 21 23 Christiana 19 41 Anna 27 33 Vincent 29 27 Arno 19 23 22 Ronald 24 29 Justus 38 Patrick 27 20 Mike 20 20 20 Janne 27 21 5
  6. 6. Vision on Change management* Five ways of thinking about change: • common language: to discuss and decide about change it helps and reduces haggling over change only happens if you..‟, when you have the same language • viewing the issue as a whole: multiple contrasting viewpoints in diagnosing and understanding organizations, people, issues • acting situationally: situational choice of the „best‟ change strategy fitting the issue, the organization… What fits the issue? What fits the organization? • profession: as change agent you should be aware of your preferred style, assumptions, limitations and bias. It offers a tool for reflection. *Source: Twynstra Gudde Change Management aproach of Prof. Dr. Léon de Caluwé 7
  7. 7. Planned change is… • Realising aimed results • Regarding the motive, context and philosophy • By influencing the actors • By walking through the change programme in phases and steps • By communicating and add meaning to what people are doing • In which the whole process will be managed by • Deliberate interventions of change agents. 9
  8. 8. Phases of planned change Phase Efforts Diagnosis - Determine system boundary, the assignment, goal of diagnosis (clearly define) - Determine type of diagnosis: dimensions, methods, participation - Discovering the meaning of “What” from various viewpoints The centre - Searching for patterns/contexts that are hidden by symptoms of diagnosis - Determine if you choose for: instinct or systematic, combined or expertise - Model a rich, precise and simple meaning for the “What” Change - Consider which kind of method/handle is the most succesful (indicators) strategy - Determine the leading principles; grand design & argumentation - Ideas about fulfilment (kind of interventions and comibnations) Intervention - Brainstorming and to determine the interventions and the sequence of interventions plan - Optimize colour consistency and colour handling tensions - Specify Plan of Approach (including actors, communication, guiding & outcome) Interventions - Conducting interventions - Cashing the results - Secure the outcome - Tracing the progress (indicators) and diagnose - Recalibrate the objective (goal) & adjust change process - Manage the environment & keep healthy organization change Steering 10
  9. 9. Five ways of thinking about change 11
  10. 10. Five ways of thinking about change Something changes when you . . . Bring the interests of the most important players together by means of a process of negotiation Yellow print enabling consensus or a win-win solution Formulate clear goals and results, then design rationally a systematic approach and then implement Blue print the approach according to plan Motivate and stimulate people to perform best they can, contracting and rewarding desired behavior Red print with the help of HRM-systems Create settings for learning by using Organisation Development interventions, allowing people to Green print become more aware and more competent on their job White print Understand what underlying patterns drive and block an organization‟s evolution, focusing interventions to create space for people‟s energy ‒ Change is in the eye of the beholder ‒ Each viewpoint has its ++ en --, ideals and pitfalls 12
  11. 11. Yellow Print Thinking Assumptions Ideals Something changes when you: - Create common interests/win-win situations - search for common interests - To safeguard the feasibility of solutions - compel people to take certain positions - form coalitions - formulate new policies. Pitfalls “Changing = a power game” - Building castles in the air - Power struggles (loose-loose) Route Change agent Result: unknown & changing along the way Role: facilitator who guards and uses his own power base Interventions for example: - alliance building Competencies for example: - arbitration/mediation - indepence and self-control - creating/changing top structures - sensitive to power relations - favoring protégés, promoting people to the fringes. - knowledge of the sector, strategy issues and structuring issues. Safeguarding progress: Focus: positions and context policy documents/power balance 13
  12. 12. Blue Print Thinking Assumptions Ideals Something changes when you: - Progress can be planned; a better world can - define a clear result beforehand be ´built´ - formulate a step by step action plan - The ´best´ solution (tangible aspects of - monitor progress and take corrective measures organizations) - foster stability and reduce complexity. Pitfalls “Change = a rational process” - To steamroller about people and their feelings - To ignore irrational and external factors Route Change agent Result: delineated and guaranteed in advance Role: expert who formulates and implements plans if mandated to do so Interventions for example: - project management Competencies for example: - meeting procedures - analytical skills - time management - planning and control - expertise crucial to the project content - strategic analysis. - presentation skills. Safeguarding progress: Focus: expertise and results monitoring, benchmarking, ISO systems 14
  13. 13. Red Print Thinking Assumptions Ideals Something changes when you: - The optimal fit between organizational goals - use the right incentives to motivate people and individual goals - make it comfortable and interesting for people - A solution that motivates people - award and punish people (soft organizational aspects) - exercise care and safeguard fairness. Pitfalls “Change = a trading exercise” - Sparing the rod, avoiding conflicts, ignoring power struggles - Smothering brillance Route Change agent Result: outlined beforehand but not guaranteed Role: systems expert who occasionaly makes suggestions with regard to the content Interventions for example: - appraisal and remuneration Competencies for example: - management of mobility and diversity - HRM methods - social gatherings - organizing proper communication - soap box. - working in teams - exercising care. Safeguarding progress: Focus: procedures and atmosphere HRM systems 15
  14. 14. Green Print Thinking Assumptions Ideals Something changes when you: - Learning organizations: with everybody, about - make people aware of their incompetencies everything, always - people gain new insights and new skills - A solution that helps people to develop - create settings for collective learning themselves - change people. Pitfalls “Changing = learning” - To ignore that not everybody is willing or capable of learning everything - Overabundance of safety and reflection, lack of decisiveness Route Change agent Result: envisaged beforehand, but not guaranteed Role: facilitator who supports people Interventions for example: Competencies for example: - training, management development - designing and facilitating learning situations - gaming - knowledge of organizational development - coaching/intervision - feedback skills - open systems planning. - empathy and creativity. Safeguarding progress: Focus: setting and communication permanently learning organization 16
  15. 15. White Print Thinking Assumptions Ideals Something changes when you: - Spontaneous evolution - tap people´s own will, desire and strength - Self steering - remove obstacles to entrepeneurship and optimize - Taoist “non-action” conflicts - discern underlying patterns and make meaning - create new heroes and rituals. Pitfalls “Changing = releasing energy” - Insufficient insight into underlying forces and patterns - Laisses faire, ´self-steering´ as an excuse for management apathy Route Change agent Result:hard to predict (the road = the destination) Role: personality who uses his being as instrument Interventions for example: - self steering teams Competencies for example: - open space meeting - pattern recognition and creation of (new) - personal growth/empowerment meaning - challenge sacredly held ideas and customs. - challenging the status quo - courage, and ability to deal with insecurity - authenticity and self-awareness. Safeguarding progress: self steering. Focus: patterns and persons. 17
  16. 16. The five colors at a glance Yellow-print Blue-print Red-print Green-print White-print Something bring common think first and then act stimulate people in create settings for create space for changes interests together according to a plan the right way collective learning spontaneous when you evolution in a/an power game rational process exchange exercise learning process dynamic process and create a feasible solution, a the best solution, a a motivating solution, a solution that people a solution that win-win situation brave new world the best ´fit´ develop themselves releases energy The result forming coalitions, project management assessment & reward, training and coaching, open space meetings is... changing strategic analysis social gatherings open systems self-steering teams topstructures planning someone who uses by a/an... facilitator who uses expert in the field HRM expert facilitator who his being as his own power base supports people instrument patterns and aimed at... positions and context knowledge and results procedures and the setting and meanings working climate communication Result is… partly unknown and described and outlined but not envisaged but not unpredictable shifting guaranteed guaranteed guaranteed Safeguarded decision documents benchmarking and iso HRM systems a learning self-management by… and power balances systems organisation The pit-falls dreaming and lose- ignoring external and ignoring power and excluding no-one and superficial under- lie in… lose irrational aspects smothering brilliance lack of action standing and laissez faire 18
  17. 17. Diagnosis 19
  18. 18. Diagnosis Static Dynamic Design approach: Entrepreneur‟s approach: systemic aspects and tighness open system registration deviations from the opportunities/threats System norm fit oriented internally oriented solution oriented people are funcionaries. all pulling in the same direction growth. Actor‟s approach: Developmental approach: People field of influence sense-making oriented distribution of power „everything flows‟ power is limited learning individual orientation. diverse definitions of reality. Change agent focus diagnosis Change agent focuses diagnosis on on organizational aspects change aspects 20
  19. 19. First diverge and then converge Diagnosis Meaning Focus of issue Change idea -Multiple view -To search and find -Making more complex -Subjective, intuïtive -´Whole elephant´ -Separate cause and symptoms 2
  20. 20. Change strategy 22
  21. 21. Can it with more of the same? Episodic Jumped by Revolutionary No No Is it Can they Rhythm possible renew with more theirselves of the ? same? Yes Yes -Stepwise -Continuous -Optimalising -Evolutionary Incremental First order Second order Third order Immersion 23
  22. 22. Second order change: add a colour Typical verbs Yellow print Politicize, destabilize, arrange the support, decide, democratize Blue print Rationalize, (over) simplify, schematize, design, (re)solve, control, stabilize Red print Humanisation, motivate, seduce, appreciate, to give attention, connecting people Green print Explicit, awareness, reason, learn, customize, experiment, reflect White print To make complex, to boost (dynamic), add conflicts, hybridize, to give meaning, innovate 24
  23. 23. Intervention plan & interventions 25
  24. 24. The five relevant questions 1. Which interventions do fit in the strategy? What kind of goals do fit in that strategy? 2. How do we manage interventions which amplify each other? 3. Which boundary conditions connect well? How do we achieve the synergy? 4. How do we associate with (colour) disturbances? What to do when we find ourselves in hostile environments and when we have to deal with competitve ways? How do we seperate roles and domains? 5. How do we organise the interventions in terms of roles, timing, information? 26
  25. 25. Overview of a sample of colored interventions (1) Level in the organization Dominant Individual Group Organization Color - Personal Commitment - Confrontation meetings - Improving quality of Yellow Statement - Third-party strategy work life - Outplacement - - Forming strategic Top structuring - Protégé constructions alliances - Negotiations on labor conditions - Management by - Working in projects - Strategy analysis Blue Objectives - Archiving - Business process - Hygienic working - redesign Decision making - Working with a day - Auditing planner - Career development - Social activities - Reward systems Red - Recruitment and - Team roles - Managing mobility and selection - Management by speech diversity - Job enlargement/Job - Triple ladder enrichment
  26. 26. Overview of a sample of colored interventions (2) Level in the organization Dominant Individual Group Organization Color Green - Coaching - Teambuilding - Open systems - Intensive clinic - Gaming planning - Feedback/Mirroring - Intervision - Parallel learning structures - Quality circles White - T-Group - Self-steering - Search - Personal growth teams conferences - Networking - Open space - Rituals and meetings - Making mental mystique models explicit - Deconstructing “sacred cows”
  27. 27. Coloured key succes factors What kind of (process-)results will you persuit? Yellow - Support is available - The keyfigures are behind the decision - Hard appointments, a good ´deal´ Blue - The output is achieved - The plan is followed - It is clear Red - People feel rewarded and taken seriously - We can offer people a perspective - Good cooperation Green - People ask for feedback - The doors and windows are open - People want to learn and reflect White - People organize themselves across department walls - There is energy - Things have a different meaning than before 29
  28. 28. Every colour has it’s own change agent Yellow print Director of the process who encloses his power Blue print Expert projectmanager who takes care of formulating and implementation, but mandated. Red print Coaching manager, HR- or communications-expert who suggests solutions Green print Process supervisor who supports people White print A pattern indicator who puts himself (or herself) on the line 30
  29. 29. Leadership starts with why The golden circle: Start with why Simon Sinek 31
  30. 30. The Golden circle People connect better with you when it is clear why you do it, not what you do Feeling, Trust and intuition (Lymbic brain) Why Rationality and analytial mind How (Neocortex) From inside What to outside 32
  31. 31. The Change approach for Sourcing 33
  32. 32. Sourcing asks for controlled change • Sourcing is a fundamental change and therefore should be approached as a change • Sourcing is about technology, people and organization; all three elements deserve special attention • Much attention should to be paid to collaboration and to learning to collaborate 34
  33. 33. An Change approach for Sourcing Intervention-oriented communication about plan and implementation Support by Change help desk Change analysis + Culture scan Aligning structure and processes Characteristics of products, pro- Organizing control and and prepairing sourcing cesses & structure Clients, Change idea Culture change and competence development Governance & suppliers Characteristics Characteristics Contracting and realizing sourcing of interaction of employees Learning to collaborate …. Measuring Measuring progress progress Inter- Inter- Reconsider- Reconsider- ventions ventions ing Ing and (re) And (re) goals goals planning planning Change goals Kick off Plateau 1 Plateau 2 DD MM YYYY Assessment by Change board Consultation with Sounding board group Client … CIO 35
  34. 34. Mix organizing and change Design and organizing Cahange and Develop Change components Systems and Structure and Governance and culture technology processes Rationalisation, Culture scan and Functions/competences systems, harmonizing specifying functions, Culture scan/ change management governance, and analysis and organizing processes competences control Architecture and Aligning strategy plan, Developing collaboration/ process control and supplier managers and building implementation selection cases Stable services Organizing structure, Mobility and training of portfolio securing processes, staff members, showing Knowledge guarantee starting sourcing and results and achieving appointing staff goals 36
  35. 35. Milestones of the Sourcing change approach Strategy Design and Making plans Contracting Transition and Optimization decision making collaboration Management Control Service Aligning Define strategy Define strategy Bepalen strategie and management facilities and ICT service information supply and control Change Arranging Design and Design and Ontwerpen en components Desired Context implementation management implementation facilities and information supply and plannen ICTis This part service usually qualified for oursourcing In enneahedron situation control Operating Use and Management and Beheren en exploitation use facilities exploiteren ICT management services Possible forms of collaboration Reason Agreements Governance model Declaration of Organization plans collaboration Current situation Chosen final situation Yellowprint phase Blueprint phase Redprint phase Greenprint phase View Actors Sponsors, advisors and Mgt., control and Sponsors, mgt., Mgt., control and Supply, mgt., Sponsors, advisors mgt. advisors supply, control and supply, control and mgt. advisors collaboration team Communication Change plan Steering Protocol Newsletter Migration plan Service report Strategy paper committee Study group Employee User board User board Sounding board Social plan participation Account mgt. Change board Closing document Collaboration letter Results Sourcing choice Program of Contract Migratie Continuous Change strategy Sourcing design requirements, Deal sheet Overdracht Assets orientation Sourcing strategy Governance choice Organization plan Standards Services ingericht towards change Approach and Decision Formation plan SLA, DAP Securing and grip on costs planning Governance Employment knowledge model agreement Game simulation Game simulation
  36. 36. Example culture test in sourcing 38
  37. 37. Check the colour of the supplier • What are the dominant colors of your organization? • What is the desired color for the work and activities to be outsourced • What do you expect as dominant color from the supplier or collaboration partner? 39
  38. 38. Change Management is essential in Crowdsourcing The illiterate of the 21st century are not those who can not read and write, but those who can not unlearn, share and collaborate Alvin Toffler 40
  39. 39. Chaos is needed for brakethrough! If a cluttered desk says something about a messy mind what does a blank desk say then? Einstein 41
  40. 40. Feedback on yourself is essential Work hard, play hard, rest hard. Life with passion Anthony Robbins 42
  41. 41. 15-11-2012 Titel presentatie aanpassen 43