1. ITSM Specialization Sourcing
2012-2013
Prof. Frank Willems
Lecture 2: Leadership and Change management

2. Sourcing definition
The dynamic planning and organizing of
the supporting processes, people,
resources and capabilities,
needed to obtain
the business
goals
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3. Change management
Why is sourcing all about change?
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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
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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
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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
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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.
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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
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9. Five ways of thinking about change
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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
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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
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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
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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
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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
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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.
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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
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17. Diagnosis
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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
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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. Change strategy
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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
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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
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23. Intervention plan & interventions
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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?
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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. 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. 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
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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
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29. Leadership starts with why
The golden circle: Start with why
Simon
Sinek
http://www.ted.com/talks/lang/dut/simon_sinek_how_great_leaders_inspire_action.html
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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
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31. The Change approach for Sourcing
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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
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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
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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
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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. Example culture test in sourcing
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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?
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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
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39. Chaos is needed for brakethrough!
If a cluttered desk says something about a
messy mind what does a blank
desk say then?
Einstein
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40. Feedback on yourself is essential
Work hard, play hard, rest hard.
Life with passion
Anthony Robbins
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41. 15-11-2012 Titel presentatie aanpassen 43