Presentation implementation challenge Twynstra Gudde Business Improvers
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Presentation implementation challenge Twynstra Gudde Business Improvers
- 1. CONSULTANTS AND MANAGERS Implementation challenge Twynstra Gudde’s vision and approach Amersfoort TG Business Improvers
- 2. Implementation challenge Implementation has priority Implementation is focussed on achieving goals/deliverables/solutions, but current practice is … Too slow Deliverables … but no effect No grip Implementation Frustration Not efficient Resistance Too much What are the causes? Goals are not clear, no effective approach, not enough change capacity, … ? © Twynstra Gudde
- 3. Implementation challenge What is the challenge, different goals and deliverables Clear Goals strategy Increase client Increase loyalty profitability and ROI Organization aligned with Governance & customer Deliverables management propositions Focus from cost Culture Human reduction to Objectives & change Business Resources performance processes improvement Strategy Organization IT and Improve motivation structure housing of employees Improve competitive Increase quality and position More grip on productivity performance © Twynstra Gudde 3
- 4. Implementation challenge Vision and effective approaches Vision: Topics: – Goal and result oriented – Project management – Customized approach – Programme management – Organizational development – Change management and learning – Co-creation – Use organizational potential – Management style – Planning & control – Communication © Twynstra Gudde 4
- 5. Implementation challenge Project management creates a structured way of working Phasing Decision making Managing Goals Work Deliverable Attuning Collaborating © Twynstra Gudde 5
- 6. Implementation challenge Programme management creates direction and priorities Improve performance Main goals Operational Strategic improvement objectives Sub goals Projects actions Function Location Region … © Twynstra Gudde
- 7. Implementation challenge Change management for direction and effectiveness – Which interventions fit in the strategy? – The organizational change requires a change strategy – What works here (experiences), what does not? – What are beliefs in change management? – What are the levers of change? – Are the steps major or small? – What are causes for resistance? – How do we organize the interventions in terms of roles, timing, information? – Change requires steering – Overview, capacity, planning, budget, monitoring, communication, decision making (programme management) © Twynstra Gudde 7
- 8. Implementation challenge Implementation is the best choice in steps Influencing factors History on the approach (success factors) Roles/ actors Context Ambition 1. 2. 3. 4. Motives Diagnosis Design Implementation plan Implementation Effects Situation Communication Philosophy & steering © Twynstra Gudde 8
- 9. Implementation challenge Organizational change and five ways of thinking about change Something changes when you . . . Yellow print Bring the interests of the most important players together by means of a process of negotiation enabling consensus or a win-win solution Blue print Formulate clear goals and results, then design rationally a systematic approach and then implement the approach according to plan Red print Motivate and stimulate people to perform best they can, contracting and rewarding desired behavior with the help of HRM-systems Green print Create settings for learning by using OD interventions, allowing people to 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 © Twynstra Gudde 9
- 10. Implementation challenge Some choices in the approach Expert approach Co-creation Phased solution Integral solution Quick wins Structural improvement Internal focus External focus Input steering Output steering Scope organization Scope supply chain Target setting Analysis & feasibility Standard Customized Top-down Bottom-up Control Responsible (within scope) Phases approach Big bang … … 10 © Twynstra Gudde
- 11. Implementation challenge Implementation requires a consistent approach for different organizational aspects Governance & management Objectives Culture Human & change Resources Business processes Strategy Organization IT and structure housing © Twynstra Gudde 11
- 12. Implementation challenge Co-creation: cooperating with different involved players creates awareness, motivation and commitment Strategy makers Informing Consulting Co-deciding Suppliers Co-operating Users Executers © Twynstra Gudde 12
- 13. Implementation challenge Co-creation: working as a team Performance and goal Success factors oriented of working in teams Involvement Initiative and Motivation and Teamspirit challenge entrepreneur- responsibility unity ship Energy creativity Effective team Clearness transparency Learning development Flexibility Openness Trust and directness and change consensus Appreciation and respect © Twynstra Gudde 13
- 14. Implementation challenge Focus on management – Leadership development on all levels (board to shop floor) – Recognize and respect differences, use it! – Employee development focussed on talents and increasing flexibility and employability – Management development focussed on coaching and motivating skills – Make use of the talent potential of the organization © Twynstra Gudde 14
- 15. Implementation challenge Management and leadership development – Leadership is not only an individual competence: it is a collective responsibility of leaders and managers in organizations – Leaders and managers in organizations have a key position in leading change and guiding employees – To be able to do this they have to realize what effect the strategy and change will have on them as a person and in their role – This will help them cope with pressure and challenges of change, being a role model and inspire others © Twynstra Gudde 15
- 16. Implementation challenge Management: Organizational Role Analysis context Person Role Experience context context System context © Twynstra Gudde
- 17. Implementation challenge Implementation planning & control Phases and primary Time activities 1 2 3 4 5 6 Control: Current state - Meeting structure - Frequent monitoring - Steering - Communication © Twynstra Gudde 17
- 18. Implementation challenge Planning & control: topics Project topics: Programme topics: ‒ Time ‒ Tempo ‒ Money ‒ Feasilbility ‒ Quality ‒ Effectiveness ‒ Organization ‒ Flexibility ‒ Information ‒ Efficiency © Twynstra Gudde
- 19. Implementation challenge Communication – Stakeholders have to be informed and motivated to be able to add value – Stakeholders are internal (managers, team leaders, employees, supervisory board) and external (clients, suppliers, authorities etc.) – It is essential to determine positions, interests and impact of each stakeholder. And then decide on the way to inform or involve them – Communication is to inform, create an overview and perspective which should lead to motivation and commitment – Communication by management is most effective: it creates interaction and trust. Other communication channels are supportive – Communication can create the right focus in the organization © Twynstra Gudde 19
- 20. Implementation challenge TG Business Improvers www.twynstragudde.nl All rights reserved. No part of this presentation may be reproduced or published in any form or by any means without the prior written permission of Twynstra Gudde. DOCSOpen number 597791 © Twynstra Gudde 20