Effectively managing change in 2010<br />by Fluid <br />January 2010<br />
Page 2<br />Contents<br />3-4 		Introduction to Fluid<br />5-12 Public sector<br />13-14	Why transformations fail<br />15-...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed...
Selection</li></ul>-  Attraction<br />-  Remuneration & Reward <br />-  Outplacement<br />-  Training & HR consultancy<br />
Page 5<br />Public sector<br />
Page 6<br />Public sector 1 of 7<br /><ul><li>CHALLENGES
High or increased workload
Budget constraints
Resourcing constraints
Dealing with bureaucracy
Motivating staff
Government initiatives and legislation</li></li></ul><li>Page 7<br />Public sector 2 of 7<br /><ul><li>WHY ARE YOU STILL H...
Interesting or varied work
Suits my experience and expertise
To make a difference
Opportunities for professional development and structured career
Job security
Non-financial benefits</li></li></ul><li>Page 8<br />Public sector 3 of 7<br /><ul><li>LIKELY BUDGET CUTS
Headcount reductions for permanent staff
Streamlining processes
Staff development and training
Cutting services
Staff salaries</li></li></ul><li>Page 9<br />Public sector 4 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
Headcount reductions for permanent staff
Streamlining processes
Staff development and training
Cutting services
Staff salaries</li></li></ul><li>Page 10<br />Public sector 5 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
Higher workload
Lower morale
Stress
Reduced quality of service for customers
Job insecurity</li></li></ul><li>Page 11<br />Public sector 6 of 7<br /><ul><li>IMPACT OF BUDGET CUTS ON STAFFING ISSUES
Demotivated staff
Lack of job security
Talent retention
Making redundancies and headcount reductions
Opportunity to manage out poor performers</li></li></ul><li>Page 12<br />Public sector 7 of 7<br /><ul><li>IS SENIOR MANAG...
?</li></li></ul><li>Page 13<br />Why transformations fail?<br />
Page 14<br /><ul><li>Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
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Change January 2010

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Open training course for a mixture of public and private sector delegates in London.

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Change January 2010

  1. 1. Effectively managing change in 2010<br />by Fluid <br />January 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-12 Public sector<br />13-14 Why transformations fail<br />15-16 Exercise A<br />17-19 Create a more innovative culture<br />20-22 Avoiding common mistakes<br />23-24 Seven key shifts<br />25-26 Five phases of change<br />27-28 Seven rules of change<br />29-30 Resistance to change<br />31-32 Exercise B<br />33-34 Handling change<br />35-36 Lessons from change masters<br />37-38 Tensions of leading change<br />39-43 Case studies<br />44-45 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Public sector<br />
  7. 7. Page 6<br />Public sector 1 of 7<br /><ul><li>CHALLENGES
  8. 8. High or increased workload
  9. 9. Budget constraints
  10. 10. Resourcing constraints
  11. 11. Dealing with bureaucracy
  12. 12. Motivating staff
  13. 13. Government initiatives and legislation</li></li></ul><li>Page 7<br />Public sector 2 of 7<br /><ul><li>WHY ARE YOU STILL HERE?
  14. 14. Interesting or varied work
  15. 15. Suits my experience and expertise
  16. 16. To make a difference
  17. 17. Opportunities for professional development and structured career
  18. 18. Job security
  19. 19. Non-financial benefits</li></li></ul><li>Page 8<br />Public sector 3 of 7<br /><ul><li>LIKELY BUDGET CUTS
  20. 20. Headcount reductions for permanent staff
  21. 21. Streamlining processes
  22. 22. Staff development and training
  23. 23. Cutting services
  24. 24. Staff salaries</li></li></ul><li>Page 9<br />Public sector 4 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
  25. 25. Headcount reductions for permanent staff
  26. 26. Streamlining processes
  27. 27. Staff development and training
  28. 28. Cutting services
  29. 29. Staff salaries</li></li></ul><li>Page 10<br />Public sector 5 of 7<br /><ul><li>IMPACT OF BUDGET CUTS
  30. 30. Higher workload
  31. 31. Lower morale
  32. 32. Stress
  33. 33. Reduced quality of service for customers
  34. 34. Job insecurity</li></li></ul><li>Page 11<br />Public sector 6 of 7<br /><ul><li>IMPACT OF BUDGET CUTS ON STAFFING ISSUES
  35. 35. Demotivated staff
  36. 36. Lack of job security
  37. 37. Talent retention
  38. 38. Making redundancies and headcount reductions
  39. 39. Opportunity to manage out poor performers</li></li></ul><li>Page 12<br />Public sector 7 of 7<br /><ul><li>IS SENIOR MANAGEMENT EQUIPPED TO DEAL WITH BUDGET CUTS?
  40. 40. ?</li></li></ul><li>Page 13<br />Why transformations fail?<br />
  41. 41. Page 14<br /><ul><li>Establish a sense of urgency
  42. 42. Form a powerful guiding coalition
  43. 43. Create a vision
  44. 44. Communicate the vision
  45. 45. Empower others to act on the vision
  46. 46. Plan to create short-term wins
  47. 47. Consolidate improvements and sustain the momentum for change
  48. 48. Bed in the new approaches</li></ul>Why transformations fail?<br />
  49. 49. Page 15<br />Exercise A<br />
  50. 50. Page 16<br />Exercise A<br />
  51. 51. Page 17<br />Create a more innovative culture<br />
  52. 52. Page 18<br />Create a more innovative culture (1 of 2)<br /><ul><li>Understand the new role of leadership
  53. 53. Search for untapped talent in your team
  54. 54. Encourage creative abrasion, but swat ferocious fireflies
  55. 55. Deal with other, more insidious trust busters
  56. 56. Make sure quieter fireflies have a chance to glow</li></li></ul><li>Page 19<br />Create a more innovative culture (2 of 2)<br /><ul><li>Don’t let team leaders keep too tight a lid on the jar
  57. 57. Make meetings fun, exciting and inviting
  58. 58. Shine the light of accountability on your team
  59. 59. From time to time, escape the office for a creative excursion
  60. 60. Make innovation everyone’s job</li></li></ul><li>Page 20<br />Avoiding common mistakes<br />
  61. 61. Page 21<br /><ul><li>Relevance and meaning; not linking change to your market and strategy to create clarity for stakeholders
  62. 62. Change governance; unclear leadership roles, structure, decision-making, interface with operations
  63. 63. Strategic discipline for change; not providing standard disciplines for leading change
  64. 64. Misdiagnosing scope; in magnitude and in the impact to culture, mindset and behaviour requirements
  65. 65. Align initiative and integration; running the change through multiple separate or competing initiatives and ensuring the integration of plans, resources and pace </li></ul>Avoiding common mistakes (1 of 2)<br />
  66. 66. Page 22<br /><ul><li>Capacity; not creating adequate capacity for change
  67. 67. Culture; not adequately addressing the culture as a major force directly influencing success
  68. 68. Leadership modelling; leaders not willing to change mindset or behaviour to model what they are asking of others
  69. 69. Human dynamics; not adequately or proactively attending to the emotional side of change
  70. 70. Engagement and communication; not engaging and communicating with all stakeholders</li></ul>Avoiding common mistakes (2 of 2)<br />
  71. 71. Page 23<br />Seven key shifts<br />
  72. 72. Page 24<br /><ul><li>Shifting from a focus on problems to focus on opportunities
  73. 73. Shifting focus from the short term to the long term
  74. 74. Shifting from focus on circumstances to one on purpose
  75. 75. Shifting from a focus on control to one on agility
  76. 76. Shifting from a focus on self to service
  77. 77. Shifting from expertise focus to listening focus
  78. 78. Shifting from a focus on doubt to one on trust</li></ul>Seven key shifts<br />
  79. 79. Page 25<br />Five phases of change<br />
  80. 80. Page 26<br /><ul><li>Stagnation
  81. 81. Preparation
  82. 82. Implementation
  83. 83. Determination
  84. 84. Fruition</li></ul>Five phases of change<br />
  85. 85. Page 27<br />Seven rules of change<br />
  86. 86. Page 28<br /><ul><li>You might not have a disease that behavioural change can cure
  87. 87. Pick the right thing to change
  88. 88. Don’t delude yourself about what you really must change
  89. 89. Don’t hide from the truth you need to hear
  90. 90. There is no ideal behaviour
  91. 91. If you can measure it you can achieve it
  92. 92. Monetise the result to create a solution</li></ul>Seven rules of change<br />
  93. 93. Page 29<br />Resistance to change<br />
  94. 94. Page 30<br /><ul><li>Boost awareness
  95. 95. Return to purpose
  96. 96. Change the change
  97. 97. Build participation and engagement
  98. 98. Complete the past</li></ul>Resistance to change<br />
  99. 99. Page 31<br />Exercise B<br />
  100. 100. Page 32<br />Exercise B<br />
  101. 101. Page 33<br />Handling change<br />
  102. 102. Page 34<br /><ul><li>Recognise that life is change
  103. 103. Understand the change
  104. 104. Identify the spaces that the change creates
  105. 105. Find a mentor
  106. 106. Relax your mind, open your heart, be spontaneous, find joy
  107. 107. Keep centred and grounded
  108. 108. Count your blessings</li></ul>Handling change<br />
  109. 109. Page 35<br />Lessons from change masters<br />
  110. 110. Page 36<br /><ul><li>Real insights, real actions
  111. 111. Solid benefits, solid methods
  112. 112. Better skills, better change
  113. 113. Right investment, right impact</li></ul>Lessons from change masters<br />
  114. 114. Page 37<br />Tensions of leading change<br />
  115. 115. Page 38<br /><ul><li>Catalyse change, cope with transition
  116. 116. Show a sense of urgency, demonstrate realistic patience
  117. 117. Be tough, be empathetic
  118. 118. Show optimism, be realistic and open
  119. 119. Be self-reliant, trust others
  120. 120. Capitalise on strengths, go against the grain</li></ul>Tensions of leading change<br />
  121. 121. Page 39<br />Case study 1<br />
  122. 122. Page 40<br />Case study 1<br /><ul><li>Team training
  123. 123. Hard barriers to change and soft barriers to change
  124. 124. Balance short term with long term
  125. 125. Create a common vocabulary of change
  126. 126. Action plan for instituting change in the business
  127. 127. Attributes of an innovative organisation </li></li></ul><li>Page 41<br />Case study 2<br />
  128. 128. Page 42<br />Case study 2 (1 of 2)<br /><ul><li>Adding value
  129. 129. Articulating a mission
  130. 130. Building Process Reengineering
  131. 131. Commitment, enrolment and compliance
  132. 132. Content, context and process model
  133. 133. Five Whys
  134. 134. Force field analysis
  135. 135. Ladder of inference</li></li></ul><li>Page 43<br />Case study 2 (2 of 2)<br /><ul><li>Organisational learning and the learning organisation
  136. 136. PEST
  137. 137. Readiness and capability
  138. 138. Seven S model
  139. 139. Stakeholder analysis
  140. 140. SWOT analysis
  141. 141. Total Quality Management</li></li></ul><li>Page 44<br />Conclusion & Questions<br />
  142. 142. Page 45<br />Conclusion<br />Summary<br />Questions<br />

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