Researching & developing best practice for major collaborative change


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On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector.

Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.

Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.

The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.

One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.

Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.

Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.

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  • Thanks Merv. I am really impressed with the way in which you have stitched slide-share with audio. Well done! Jim
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  • Give a brief overview of the presentation. Describe the major focus of the presentation and why it is important.Introduce each of the major topics.To provide a road map for the audience, you can repeat this Overview slide throughout the presentation, highlighting the particular topic you will discuss next.
  • Researching & developing best practice for major collaborative change

    1. 1. Researching & Developing Best Practice for Major Collaborative Change Jim Dale Delivering More 4 Less 26 November 2013
    2. 2. A professional journey
    3. 3. A Professional Journey
    4. 4. My experience of delivering change in a command and control culture
    5. 5. Visionary top level charismatic leadership, drive and commitment
    6. 6. A sprinkling of good Programme / Project Management
    7. 7. Some recognised models ….. Unfreeze Plan Move Implement Refreeze Consolidate
    8. 8. Some acknowledged tools….. > cost of change Forces For Change This is a bad idea Dissatisfaction with the status quo You screwed it up last time Desirability of proposed change or end state Practicality of the change I don’t trust you I don’t need this You gain but I loose ©
    9. 9. Focus
    10. 10. And some luck…..
    11. 11. Success is assured!
    12. 12. But everything changed ……..
    13. 13. The stark reality in the ‘age of alliances’
    14. 14. My own on-going research: methodology 1:1 Semi Structured Interviews / Focus Groups Literature Review Self completed questionnaire Research with an on-going Strategic Alliance Programme
    15. 15. Are organisatisations better or worse at implementing change than 10 years ago? Not able to say A little worse Neutral A little better Much better 0 5 10 15 20 25 30 35
    16. 16. How Effective is your Organisation when Delivering Major Change? 50 40 30 20 10 0 Major collaborative Change Major Change
    17. 17. Were any recognised models / practices used? 60 50 40 30 20 10 Major Collaborative Change 0 Yes Major Change No Don’t know
    18. 18. Most Popular tools / models • • • • • • • • Kotter’s 8 steps Prince 2 / MSP Lewin’s 3 steps Force Field Analysis Mckinsey 7 S Lean Systems EQFM Business Process Reengineering • Agile • ITIL • BS 11000 • NEC were added for collaborative change • Benefits Management • DICE • Togaf & Zachman Business Architecture • Egan • Open University’s 6 step model • Covey’s 7 habits • In house methods
    19. 19. Most important factors when implementing change (Rank order) 1. 2. 3. 4. 5. Senior management support / leadership A clear vision of the ‘to be state’ Clear communications Strong programme / project management Credible business change managers
    20. 20. Most important factors when implementing collaborative change (Rank order) 1. 2. 3. 4. 5. Senior management commitment The ability to create a ‘win’ ‘win’ Clear communications Leaders who get on together Cultural fit
    21. 21. Emerging themes 1… • Success and failure are not absolute. • Perceptions of success correlate with personal positional power. • Too little time is spent developing a clear and compelling vision of the ‘to be’ state. • Knowledge about the discipline of change management appears ‘sketchy’ within the PM community. • There is no common agreement on what works and what does not.
    22. 22. Emerging themes 2… • Communication is misinterpreted as broadcast. • Participation and involvement work best when leaders define the ‘tramlines for discretion’. • The ‘hypocrisy of change management’ is alive and kicking. • Out dated / inadequate research. • Folklore and current thinking need to be challenged. • The misguided notion of ‘cost neutrality’ or ‘delivery on the cheap’ still exists.
    23. 23. And about collaboration…. • Instances of collaboration are increasing significantly. • Single organisational change is materially different to collaborative change. • Collaborative leaders need different skill sets.
    24. 24. And about collaboration…. • Collaboration is neither a ‘panacea’ nor a ‘universal’ truth. • Striking the right balance: Networking & relationship building V clarity of business objectives and clearly defined exit clauses. • The most important ingredient is trust.
    25. 25. Whats next
    26. 26. If you have not done so already Please complete the Major Change Survey available on-line at: Jim Dale