Consulting for a trans4ming organization250718
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Consulting for a transforming organization
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Consulting for a trans4ming organization250718
- 1. Consulting Support in a Transforming Organization Kayode Adebiyi, FCA, MBA July 2018
- 2. Our Roadmap Strategyparade Strategyparade Navigating the OT territory Change managemen t support Sharpen the saw Recap, Q & A, Case Study
- 3. Module 1 Navigating the OT territory
- 5. Management is …..Leadership is ….. Ensuring the bar is cleared…Setting the bar…then…Raising The bar
- 7. CHANGE VS TRANSFOR MATIONChange Transformation Subscribes to Vision Prescribes Vision Fixes the Past and Current Creates the Future Driven by Tactics Driven by Strategy Focus on Methods and Processes Focus on Mindsets and Beliefs External Influence is High External Influence is Minimal Made by Hadiqa Aamer
- 8. • subscribe express or feel agreement with (an idea or proposal). • Prescribe state authoritatively or as a rule that (an action or procedure) should be carried out. • tactic an action or strategy carefully planned to achieve a specific end. • strategy a plan of action designed to achieve a long-term or overall aim. Made by Hadiqa Aamer
- 9. CHANGE VS TRANSFORMATION Futur e Made by Hadiqa Aamer Pa st Pre s e nt Change Manager' s Job Fixing Transfor mati on Leader’s Job Creation
- 10. Poor morale Unclear goals Poor quality Poor team perform ance Intergroup conflict Organization Poorly designed tasks Inappropriate leadership style Interpersonal conflicts Low productivity Poor alignment to organization’s strategy Start Point of OT Inappropriate organization structure
- 11. What is change?
- 12. “When the rate of change outside exceeds the rate of change inside, the end is in sight” Why Change?Why Change? Jack Welch
- 13. Why do Companies need to Change? Change Leadership & Leadership Perspectives Martin Davis 13
- 15. Why do Companies need to Change? Change Leadership & Leadership Perspectives Martin Davis 15
- 16. Why do Companies need to Change? Change Leadership & Leadership Perspectives Martin Davis 16
- 17. Why Do Organizations Need Organizational Change? • To remain competitive • For survival in globalization and rapidly evolving technology • To respond to a current crisis situation
- 20. refers to a modification or transformation of the organization’s structure, processes or goods. ORGANIZATIONAL CHANGE
- 21. is defined as change that has an impact on the way work is performed and has significant effects on staff. ORGANIZATIONAL CHANGE
- 23. What is Change Management? Wikipedia Definition Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. Change Leadership & Leadership Perspectives Martin Davis 23
- 28. Who wants to change?
- 29. Change is hard; especially under stress……. Desire to change Draw back to the familiar Change Leadership & Leadership Perspectives Martin Davis 29
- 30. 252 UNIT 4 • Managing people and change Driving and restraining forces for change in Reaction to change Driving forces (forces for change) Equilibrium (status quo) Restraining forces (forces resisting change) Resistance
- 32. Resistance to Change Self-Interest Lack of Trust and Understanding Uncertainty Different Perspectives and Goals Cultures that Value Tradition McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 33. Managing Resistance Communication and Education Employee Involvement Negotiation Coercion Top-Management Support McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
- 34. Understand the emotional journey Create a vision Lead Consult communicate engage reflect communicate communicate
- 35. Consulting is about helping an organisation get from A to B… … perhaps without knowing at the outset where A is, where B is, the appetite for the journey or your role in it.
- 36. Copyright © 2005 Prentice-Hall 18-36 What is Change? • Moving from the present to the future, from known information to relatively unknown information.
- 37. The different helping roles: 1. The Expert (Information Power) 2. The Doctor (Diagnostic Power) 3. The Process Consultant (Process Power)
- 42. “A perfect strategy today will not be perfect tomorrow as conditions change.” Robin Speculand
- 44. “A perfect strategy today will not be perfect tomorrow as conditions change.” Robin Speculand
- 50. Business case
- 51. Creating a Compelling Case for Change What problems do we currently face? What is the impact of these problems on our strategy and goals? What opportunities currently exist to address these problems? What will happen if these problems continue? If we address these problems, what opportunities could emerge? Next steps/action planning: What can we do right now to create these opportunities? PROBLEMS OPPORTUNITIES Adapted by K. Mitchell for COrWE/UC Berkeley from Bain & Company results acceleration/delivery planning materials, August 2010 and a Plan for Action
- 52. The Need for a Compelling Business Case Strong data-driven rationale • A specific research-based reason for change • Linked directly to performance goals Clarification and communication of vision Compelling reason and urgency behind change activities Focused strategy for stakeholder engagement Identification of critical audiences and gap analysis Realistic understanding of organisational implications Formal; informal; people; tasks
- 54. Diagnosis
- 55. Lessons from medical diagnosis: Why diagnose? • To define clinical entities – Typical symptom cluster – Natural history – Causes • To determine treatment
- 56. Lessons from medical diagnosis: Signs, Symptoms, and Issues • Signs – observable phenomena • Symptoms – subjective experiences • Issues – ideas about signs, symptoms, and circumstances • Categorical – implies that the categories are discovered – Observation leads to recognition of clusters – Diagnoses are labels of clusters
- 57. Lessons from medical diagnosis: Diagnostic approaches • Descriptive – the “what” • Psychological or inferential – the “why” • Dimensional – focuses on elements, not categories
- 58. Consulting Diagnosis – The Six-Box Model Leadership Purposes Relationships Helpful Mechanisms Rewards StructureEnvironm ent Weisbord identifies six critical areas where things must go right if organisation is to be successful. According to him, the consultant must attend to both formal and informal aspects of each box. This model is still widely used by OD practitioners Marvin WeisbordMarvin Weisbord
- 61. Ask questions, assume nothing
- 62. Assume NOTHING, Ask Questions Six wise men •What ? •Why ? •How ? •Who ? •Where ? •Which?
- 65. Designing Good Evaluations “Better to have an approximate answer to the right question, than an exact answer to the wrong question.” Paraphrased from statistician John W. Tukey
- 66. Culture
- 67. Remember, Culture eats Strategy for breakfast! Henrik Kniberg
- 68. Cultur e stuff that people do without noticing it Henrik Kniberg
- 73. Timing
- 79. Module 3 Change Management Support
- 81. The Need for a Strong Foundation Create a shared, defined and robust view of the imperatives for change and performance requirement Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers) Assess the organisation’s readiness and capability for change Identify stakeholders
- 82. All materials copyright 1992-2006 Lean Associates, Inc. all rights reserved. No part of this presentation may be reproduced without written permission from Lean Associates, Inc. 1000 Falcon Wood Way Lexington, KY 40511 (859) 552- Create a Long–Term Philosophy “A journey of one thousand miles begins with a single step…” Confucius “…Followed by about 2 Million difficult, challenging, continuous steps.” David Meier
- 84. People issues
- 86. Motto s “It is easier to ask forgiveness than it is to ask for permission” “Safety in numbers”Groupies “Status Quo”Saboteurs “After all is said and done, more is said than done” Double Agents STRATEG © Bridges Business Consultancy Int, 2006 Mavericks
- 87. 20%60%20% Critical Mass MavericksSaboteurs Groupies Double Agents © Bridges Business Consultancy Int 2009
- 88. People issues
- 89. Copyright © 2017 nuCognitive LLC. All rights reserved. SOTA| Walsh;Dec2017 4 Situational intelligence Situational Awareness Contextually Appropriate Action
- 90. Sharpen the saw
- 91. Module 4 Sharpen the saw
- 97. Managing YOU
- 98. Section 2 Health and Wellness Chapte r 1
- 107. •Wellness is a continuum ranging from death to optimal health. •You can choose your behaviors to move closer to optimal health.
- 108. What is stress?
- 109. Stress – balance issue
- 111. S & A: Partners in crime
- 117. Balance
- 118. Coping
- 119. Coping
- 120. Coping: Examine your DDRN Neutral Rainmakers Drainers DEFINERS
- 122. Albert Einstein’s Theory A = X + Y + ZA = Success X = Work Y = Play Z = Keeping your mouth shut
- 124. Case Study: Managing people issues in OT ‘It is easier to ask forgiveness than to ask permission’ Mavericks Groupies “Safety in numbers”” Double agents After all is said and done, more is said than done” Saboteurs “Status quo”
Editor's Notes
- No longer a question of WHETHER changes are needed anymore, but whether they can keep pace with the need and leapfrog our competitors they’d better not be in the same business 5-10 years from now that they’re in today. they’d also better be the first, not the last, to know why, and the first to know what to do about it. Present organization is a good predictor of what will PREVENT you from developing the kind of organization you need -- Like all creatures, it has a vested interest in continuing to exist. In approaching change -- the model of unfreeze, transition, then refreeze worked well for many years -- and was okay for singular changes. Today’s and tomorrow’s challenges require a much more dynamic, and constant approach.
- Why do we need change? As What Cummings and Worley would mention in their book, change is needed due to 3 facors: To remain competitive. Example would be the change to K12 Curriculum considering the fact that whole of south east asia will adopting a same standard. For survival in globalization and rapidly evolving technology. Example would be in olden days, schools would not include the computer subject and the hands on use of computers within the school until the present time that it has become a vital tool in ordinary schooling. To respond to a current crisis situation. Example would be War in Mindanao (Zamboaga) where schooling was temporarily stopped to avoid having the students and school personnel become Casualties of War.
- Presenter 2013-09-24 13:11:05 -------------------------------------------- Activity: Get into 6 groups and give each group a component of health. They are to do a short skit or act out that component for the class while the others guess which component they have. Activity: Create a poster in groups about one of the components of health or individually on all 6?