Change - the imperatives for success


Published on

APM conference on 7th November, 2013. Alex Swarbrick, Roffey Park Institute, Neil Ennis, The Post Office, and John Wardle, KCOM Group

Published in: Business, Education
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Change - the imperatives for success

  1. 1. Welcome to “Change – the imperatives for success” 7th November 2013
  2. 2. Agenda 6.00pm Introduction Martin Taylor, Director, WeDeliverChange 6.05pm Welcome Andrew Bragg, Chief Executive, APM 6.15pm Alex Swarbrick, Senior Consultant, Roffey Park Institute 6.55pm Neil Ennis, Network Transformation Director, The Post Office 7.35pm John Wardle, Head of Engineering Operations, KCOM Group 8.15pm Close
  3. 3. Andrew Bragg Chief Executive Association for Project Management
  4. 4. Leadership of change Alex Swarbrick Roffey Park Institute
  5. 5. Introducing Roffey Park 67 years at the forefront of Leadership and Management Development Organisational Development Personal Effectiveness Human Resources
  6. 6. Introducing Roffey Park
  7. 7. Biggest issues and challenges Doing more with less 60% Managing change 54% Staff morale 53% Managing workloads Reduced revenue or budget The economic climate (The Management Agenda 2013. Roffey Park Institute) 51% 43% 41%
  8. 8. How much does your organisation need to change? Not at all 1% Radically 6% Not very much 17% A fair amount 45% (The Management Agenda 2013. Roffey Park Institute) A great deal 31%
  9. 9. Strategies to address the challenges? Leadership development 55% Efficiency savings 51% Implementing new technology 45% Improving employee engagement 42% Talent management 41% Breaking into new markets 31% Focusing on innovation 31% Public/private partnerships (The Management Agenda 2013. Roffey Park Institute) 20%
  10. 10. 3 key questions 1. Finish the sentence… “Organisations are a bit like….” 2. Who likes change? – What about change do you like? 3. Of those who didn‟t put up their hands… – Think of a change you haven‟t liked; what was that about?
  11. 11. One view of organisations Objectives Vision Goals Actions Plans Results
  12. 12. What do you see?
  13. 13. What do you see?
  14. 14. 3 key questions 1. Finish the sentence… “Organisations are a bit like….” 2. Who likes change? – What about change do you like? 3. Of those who didn‟t put up their hands… – Think of a change you haven‟t liked; what was that about?
  15. 15. Understanding human experience of change Energy more internally focused Shock Energy more externally focused Turbulent time - losing focus Discovery and learning self Blame euphoria coping pining Feelings of satisfaction Resistance Denial Numbness, daze others Integration and new meaning minimising Holding On Fighting Disintegration Feelings of panic, dread, helplessness apathy, ange r, depression Letting go Testing / experimenting Feelings of optimism, hope, and renewed energy Moving on Reintegration Time
  16. 16. What helps? Good leadership  Shared purpose – Vision, purpose, benefits to all involved, throughout  Visible backing from the top – Demonstrated wholehearted belief in the change by senior leadership  Stakeholder engagement – It must be owned by the people it concerns. „Done with‟, not „done to‟.  Meaningful measurement – Convincing evidence linked to the vision and intended outcomes
  17. 17. What helps? Good leadership
  18. 18. Leadership and the human experience of change Energy more internally focused Shock - losing focus euphoria coping pining Turbulent time minimising Holding On Disintegration Discovery and learning self Blame others Resistance Denial Numbness, daze Energy more externally focused Feelings of panic, dread, h elplessness, a pathy, anger, d epression Testing / experimenting Letting go Integration and new meaning Feelings of optimism, hope, and renewed energy Feelings of satisfaction Moving on Reintegration Leadership responsibilities at each stage Minimise shock Be patient Give full and early communication of intentions, possibili ties and overall direction Discuss implications of change with individuals Notice and pay attention to people‟s small signals Listen, empathise, offer support Allow expression of difficult views and emotions. Help individuals weather the storm. Recognise baggage Don‟t take things personally Help others complete e.g. rituals Allow others to take responsibility Encourage Create goals Coach Encourage risk taking Exchange feedback Set up development opportunities Discuss meaning and learning Reflection Overview of experience Celebrate success Prepare to move on
  19. 19. Q&A
  20. 20. The Post Office is changing Neil Ennis Network Transformation Director November 2013 All statistics correct as of November 2013
  21. 21. 1. Why the Post Office needs to change - Key drivers • Customers want us to be open when they require a service • Customers don’t want to queue • Open plan counters for clients and customers • Products relevant to our customers • Post Office needs to be a footfall driver for Agents • Retain and grow our customer base • Sustain the Post Offices Network across the UK
  22. 22. 1. Why the Post Office needs to change - Strategy for Growth • • • • • • Number One Mails retailer in the UK Fastest Growing Financial Services Provider in the UK Number One at Travel Money in the UK Largest independent Travel Insurer in the UK £17bn invested – the nation trusts us with its savings Making life easier for customers to connect with government • Sixth largest telephony provider in the UK
  23. 23. 1. Why the Post Office needs to change - To Grow we need a Modern Network • The Post Office is proud of its Past and is modernising for the future • No more closures! • Every Community that has a Post Office service will retain that service • Our new Local and Main models will continue to serve our customers well into the future • We have to change the way we work – everybody loves The Post Office but we need to change • Continue as the largest retail network in UK with 11,800 branches
  24. 24. 1. Key Post Office Change statistics New Branches We now have over 1,200 new style branches across UK. New Contracts Over 2,000 branches have now signed up to convert to new models. Seconds Average waiting time in local branches is 46 seconds and 1 minute 13 seconds in main branches. Satisfied operators Operator satisfaction is also very high, with YTD figures showing a 90% satisfaction with the new model branches. Satisfied customers Customers are continuing to demonstrate high levels of satisfaction with the new style branches. With average satisfaction levels across both mains and locals at 95%
  25. 25. 1. Why the Post Office needs to change - Sowerby Bridge Post Office, Yorkshire BEFOR E AFTER
  26. 26. 2. Change culture in the Post Office - Growing Appetite for Change • 30 years ago we had a monopoly in Mails, Pensions & Benefits • 20 years ago – still had almost all Pension payments and Mails • 10 years ago – much reduced Pensions income, Financial services growing, Mails competition strengthens • Now– standalone business separate from Royal Mail • Appetite for change strategically very high – Board Support • Biggest transformation ever in the Post Office • Network, IT Transformation, People, Product growth (£1.34bn) • Changing with customers habits e.g. Foreign Currency, click and collect
  27. 27. 3. Resistance to change in the Post Office - How are we taking our People with us? • Stakeholder engagement – explain the value of the change and why we need to do it and what it means for communities across the UK (Our Shareholder, Local MPs, Local Authorities, Community Groups, Customers) • New Board – relevant Post Office and private sector experience • Our Agents – sustainability of their whole business and help from The Post Office to grow with new products and investment • All of our People – convincing them that The Post Office is a great place to work and has a positive future • Programme and Project Staff - opportunity to develop hands on project skills and deliver major change against challenging timescales
  28. 28. 3. Resistance to change in the Post Office - Newport Pagnell opening event! (1/1200)
  29. 29. 4. Lessons Learnt as the Post Office implement major change • The Post Office cannot stand still we have to modernise as the world around us changes – not optional! • Our Portfolio of programmes are now focused on delivering our growth strategy – no exceptions – 5 year plan • We have to take our people and our Agents on the change Journey • Clarity on what change is expected and what rewards are available • Prepared to make the difficult decisions • Once the direction is agreed we relentlessly deliver but remain agile to our customers, clients and stakeholders • Learn from mistakes – keep improving the new Post Office models as we roll out across the UK
  30. 30. 4. Bedale Post Office – over 200 MPs have opened new branches!! Bedale is the first Post Office branch in my constituency to be modernised as part of the nationwide investment scheme and I am delighted to be here today to officially declare it open. Ian Sykes and his team have given the Post Office a complete make-over, and customer reaction has been overwhelmingly positive. Rt Hon William Hague MP Pictured with sub-postmaster Ian Sykes, Bedale Post Office
  31. 31. The Post Office is Changing; your questions……….. Q&A
  32. 32. Making Engineering a Fantastic Place to Work John Wardle October 2013
  33. 33. 33
  34. 34. 34
  35. 35. 35
  36. 36. 36
  37. 37. 37
  38. 38. 38
  39. 39. 39
  40. 40. 40
  41. 41. 41
  42. 42. 42
  43. 43. Take outs • Be honest about your in-house capability and capacity to effect the change. Investing in specialist help / consultancy can have a huge ROI. • At the start of and during a change programme, set the context with your people. • Focus the majority of your effort on the people involved, not the tasks necessary. • Look closely at your leadership capability in junior / middle management roles and tackle issues here immediately. • Throughout the change, never stop communicating with your people. • Don’t allow people (through fear) to stay at the ‘Bus Stop’. Help them to get aboard and overcome their fears. • Recognise and reward successes and great team performance. Manage under performance effectively. • Don’t be afraid to part company with some people. It will ultimately be the right decision for your business and them. 43
  44. 44. Thank you for attending “Change – the imperatives for success” 7th November 2013