Slides usd at HR Grand Prix Malaysia


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  • Wei ji
  • Knowledge/skills training courses AND other performance solutions including motivation and environment
  • Improving the talent pipeline on its own is not enough and can be waste of money if you don’t also prepare or change the culture - 33% versus 16% -Antibodies
  • Leaders are the primary embedders, reinforcers and transmitters of culture.
  • Slides usd at HR Grand Prix Malaysia

    1. 1. Ameliorating the organization through calculated maneuvering built upon change management<br /> David Stephenson<br />
    2. 2. Bury me on my face “ said Diogenes; and when he was asked why he replied “ because in a little while everything will be turned upside down”<br />Diogenes 412-323BC Greek philosopher<br />
    3. 3. Ameliorating the organization through calculated maneuvering built upon change management<br />Training courses are the last thing we should do<br />Communicate like a marketing manager<br />New talent without culture change is waste of money<br />Balance the consequences not just the measures<br />Culture eats strategy for breakfast<br />Bring the people with us<br />Social networks enhance innovation<br />
    4. 4. Truths about change & engagement<br />Changes typically fail …only 30% achieve bottom line improvement …only 50% achieve share price increase<br />Productivity drops by 25-50% during change<br />>70% people don’t believe their orgs care about their wellbeing during change<br />
    5. 5. The differentiating core change mgt competence for competitive companies is…<br />Harnessing an organisation of people who thrive on the challenges of ambiguity, complexity and uncertainty, and who can successfully and rapidly implement strategic and operational changes(INSEAD study 2004)<br />
    6. 6. For a few years we had…<br />Worst strike record in Britain – 50% of all UK (84,000 days)<br />Safety record 3 x worse than whole construction industry<br />16% of workforce experienced bullying & harassment<br />Losses of nearly £2m per day <br />Months from not being a going concern<br />Quality of service very poor…failed 1st class since 1992<br />Lost over 28 million letters a year<br />10,000 people off sick every day<br />Poor pay / 6 day week<br />
    7. 7. 3 years later…<br />195,000 jobs changed<br />35,000 people left organisation – voluntarily<br />Best quality of service for decade<br />92% reduction in strike days lost…plus symbolic ballot win<br />£537m operating profit…and growing<br />£1.5bn gross cost reduction<br />E.g. reduced HR costs by 40%<br />Paid all our people >£1,000 ‘Share in Success’ bonus<br />Pay rise to so that £300 a week for a 5 day week<br />
    8. 8. Performance needs analysis<br />Why, why, why, why, why…<br />ccc<br />yyyy<br />zzz<br />aaa<br />bbb<br />xxxx<br />Knowledge<br />Skills<br />“the problem or performance issue”<br />Motivation<br />Environment<br />
    9. 9. Grab people’s attention<br />Prize draw for all those with full attendance each 6 months<br />37 new Ford Focus cars in Year 1 (and in year 2!)<br />75 x £2,000 holidays<br />Fun way of raising serious issue<br />Positive – attendance not absence<br />High profile media coverage<br />
    10. 10. The life of a new manager<br />INPUT<br /><ul><li>Enthusiastic
    11. 11. High expectations
    12. 12. External knowledge & experience</li></ul>OUTPUT<br /><ul><li>Isolated maverick
    13. 13. Revert to type
    14. 14. Leave for a better life</li></ul>CAPABILITIES<br />Operators know best<br />Low commercial acumen<br />STRUCTURE<br />Chains of command<br />Escalate decisions<br />PROCEDURES<br />Slow<br />Complex<br />Time consuming<br />Paperwork<br />INFORMATION<br />Difficult to access<br />Out of date<br />Time consuming<br />PERFORMANCE MANAGEMENT<br />Mediocrity<br />Limited consequence<br />Game the system<br />Disempowered<br />Unlearn<br />Frustrated<br />Not in control<br />Low expectations<br />
    15. 15. What is rewarded or punished?<br />How serious the consequences are when performance is off-track<br />-<br />+<br />+<br />Clearance<br />Cost<br />These measures are primary drivers of GM behaviour<br />Profit<br />How objective the measure is<br />People<br />Mails <br />integrity<br />These measures don’t drive GM behaviour, despite being on the scorecard<br />Customer<br />-<br />2008<br />
    16. 16. Culture<br />Culture impacts strategy: new strategies will fail unless the underlying beliefs and assumptions change to support the new strategy<br />Leaders impact culture much more than process, structure, systems etc. Leaders impact culture most by :<br />What they demonstrate is important<br />How they react to a crisis<br />How they treat their own<br />How/who they reward or punish<br />How/who they recruit or let go<br />Edgar Schein, Organizational Culture and Leadership, Jossey Bass Publishers, San Francisco, 1997.<br />
    17. 17.
    18. 18. We would rather be ruined than changed,We would rather die in our dreadThan climb the cross of the momentAnd let our illusions die.<br />— W. H. Auden<br />
    19. 19. …take people with you<br />Belief<br />Commitment<br />Awareness<br /><ul><li>Belief & buy-in to the change
    20. 20. Adopting new ways of working
    21. 21. Awareness & understanding of the change</li></li></ul><li>Commitment<br />I… <br /><ul><li>Have adopted the future state successfully
    22. 22. Take accountability for my part
    23. 23. Feel comfortable with the new environment
    24. 24. Believe the benefits including what is in it for me
    25. 25. Understand the commitment needed to make it happen
    26. 26. Am prepared to make those commitments
    27. 27. See myself working successfully in the new environment
    28. 28. Understand my part in overcoming obstacles</li></ul>I.. <br />Belief<br /><ul><li>Describe the change and reasons for the change
    29. 29. Describe the benefits of the change and how it’s going to happen
    30. 30. Describe what’s expected of me in the change
    31. 31. Describe what will make it a success
    32. 32. Understand what support is needed to do it</li></ul>Awareness<br />I can.. <br />
    33. 33. B<br />A<br />C<br />Awareness<br />Buy-in<br />Committment<br />What is the organisation trying to achieve?<br />Does this make sense for me?<br />Should I change?<br />Do I know what success looks like? <br />Have I adopted the new way of working?<br />Individual<br />Response cycle<br />Individual<br />Response cycle<br />Individual transition process<br />
    34. 34. Pyramid of resistance to change<br />Not willing<br />Not able<br />Not knowing<br />
    35. 35. Negative<br />- .27<br />Intellectual capital & innovation<br />Incremental Innovation<br />Radical Innovation<br />Organisation <br />capital<br />Strong<br />.25<br />Social <br />capital<br />Strong<br />.54<br />V Strong<br />.84<br />Strong<br />.30<br />Human<br />capital<br />(Source: Subramanium and Youndt)<br />
    36. 36. Negative<br />- .27<br />Intellectual capital & innovation<br />Incremental Innovation<br />Radical Innovation<br />Organisation <br />capital<br />Strong<br />.25<br />Social <br />capital<br />Strong<br />.54<br />V Strong<br />.84<br />Strong<br />.30<br />Human<br />capital<br />(Source: Subramanium and Youndt)<br />Strong human capital on its own actually hinders radical innovation, <br />but mixed with strong social capital it can strongly enable radical innovation <br />
    37. 37. High human capital<br />5.5<br />5<br />Low humancapital<br />4.5<br />Radical <br />Innovative <br />Capability<br />4<br />3.5<br />3<br />2.5<br />2<br />High<br />Low<br />Social capital<br />Hypothesis by Subramanium and Youndt<br />
    38. 38. Both …. And ….<br />Why & what<br />Culture & strategy<br />Structures & behaviours<br />Consequences & measures<br />Talent pipeline & organisation<br />Social networks & formal networks<br />Marketing & engaging<br />Yin & yan<br />
    39. 39. Holistic solutions…<br />Strategy<br />Process<br />Reward<br />Structure<br />People<br />“Organisation is more than just structure”<br />“Different strategies lead to different organisations”<br />“All parts must align for the organisation to be effective” Galbraith<br />
    40. 40. “Give a man a fish, feed him for a day. Teach a man to fish, feed him for a lifetime.”<br />Lao Tzu<br />
    41. 41. Thank you<br />Any questions?<br />