Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Johan greeff treetops


Published on

Published in: Business
  • Be the first to comment

  • Be the first to like this

Johan greeff treetops

  1. 1. Aligning Organisational Development with Business Transformation Presented by Johan Greeff Treetops Management & Development Consultants (Pty) Ltd [email_address] ; (012) 666 8093 24 June 2010
  2. 2. Johan Greeff <ul><li>Clinical Psychologist & Master OD Practitioner </li></ul><ul><li>Founder member of IODA (1986) </li></ul><ul><li>Founder of Treetops Consulting (1989) </li></ul><ul><li>Executive Coach </li></ul><ul><li>Worked and met with OD greats like Peter Senge;Leo Buscaglia; Angeles Arien; Peter Block; Humphrey Walters; Kitch Kristie; Norman Chorn’ Joel Goodman </li></ul><ul><li>Treetops Clients: Aurecon Engineering; BMWSA; Gauteng Propeller Enterprise; Pick n Pay; Tongaat-Huletts; Sasol; VWSA; Grinaker-LTA and many others </li></ul><ul><li>Passions: Apart from OD, leadership, Johan loves life, is active in motor racing (Porsche Time Trial Series); Cycling and has completed 12 Comrades Marathons. </li></ul>
  3. 3. Definitions <ul><li>Change </li></ul><ul><li>Change is the process or the event that takes place </li></ul><ul><li>Transformation </li></ul><ul><li>Change in thinking (mindset, attitude and behaviour) </li></ul><ul><li>To add value </li></ul><ul><li>John Brett-Cohen </li></ul>
  4. 4. Definitions <ul><li>Corporate culture </li></ul><ul><li>Is made up of the values, beliefs and assumptions that help the organisation succeed (often now taken for granted) </li></ul><ul><li>“ A way of doing things “ </li></ul><ul><ul><li>Edgar Schein - 1999 </li></ul></ul>
  5. 5. Types of transformation <ul><li>Evolutionary </li></ul><ul><li>Radical (event & survival) </li></ul>
  6. 6. The road of evolutionary change ½ x 2 x 3
  7. 7. N Chorn The new normal
  8. 8. Future Building vs. Strategy From good to great
  9. 9. Radical Change Burning platform
  10. 10. Kotter Change Model <ul><li>Create urgency </li></ul><ul><li>Burning platform </li></ul><ul><li>New opportunities </li></ul><ul><li>Powerful coalition </li></ul><ul><li>Convince inspire </li></ul><ul><li>leadership role </li></ul><ul><li>Create vision for change </li></ul><ul><li>Clear vision </li></ul><ul><li>Values </li></ul><ul><li>Vision speech </li></ul><ul><li>Communicate </li></ul><ul><li>the vision </li></ul><ul><li>Walk the talk </li></ul><ul><li>Address concerns </li></ul><ul><li>Lead by example </li></ul><ul><li>Remove obstacles </li></ul><ul><li>Deliver change </li></ul><ul><li>Relook structure & </li></ul><ul><li>reward </li></ul><ul><li>Create rewards </li></ul><ul><li>Short term wins </li></ul><ul><li>Sure fire projects </li></ul><ul><li>Choose targets </li></ul><ul><li>Build on change </li></ul><ul><li>Celebrate what is right </li></ul><ul><li>Improve what can be </li></ul><ul><li>Set new goals </li></ul><ul><li>Anchor change in </li></ul><ul><li>corporate culture </li></ul><ul><li>Make it stick </li></ul><ul><li>Publicly recognise </li></ul>Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8
  11. 11. How the mighty fall Case Study of Encyclopedia Britannica
  12. 12. Why good businesses go bad Success > become internally focused and lose sight of customer Good Track Record > listen to own ads Good Reputation > recipes become ingrained Action orientated > too many things > lose focus
  13. 13. Aligning the organisation <ul><li>Re-structure </li></ul><ul><li>Down-size </li></ul><ul><li>Re-engineer </li></ul><ul><li>Quality mgt </li></ul><ul><li>Cont improv </li></ul><ul><li>Benchmark </li></ul><ul><li>Re-invent the business model </li></ul><ul><li>Review the strategy </li></ul><ul><li>Reshape the organisation </li></ul>This is ‘catch up’ This is ‘transformation’ N Chorn Coping with changing conditions SMALLER BETTER DIFFERENT
  14. 14. Why do 65% of change processes fail? Harvard Business Review
  15. 15. Change starts in the hearts and minds of individuals Five levels of behaviour in response to change New Processes Structure Process Mental Models Purpose Will New Thinking New Structures Challenge Where does our commitment come from? Action 1. “Restructuring” 2. “Redesigning” 3. “Reframing” 0. “Reacting” 4. “Regenerating” Uncovering Common Will Putting Purpose into Practice SHARMA
  16. 16. Strategic alignment Operating Environment Strategy Structure & Process Leadership Culture Development Interventions
  17. 17. Are we resilient enough?
  18. 18. What is resilience? <ul><li>Not about bouncing back – too costly </li></ul><ul><li>Turnaround is transformation that is tragically delayed! </li></ul><ul><li>Resilience is: </li></ul><ul><ul><li>ability to anticipate and </li></ul></ul><ul><ul><li>adjust to change before getting knocked over </li></ul></ul><ul><ul><li>efficiency in both operations </li></ul></ul><ul><ul><li>and renewal </li></ul></ul><ul><ul><li>building capability ahead of operating conditions </li></ul></ul>N Chorn
  19. 19. 5 signposts for corporate resilience N Chorn
  20. 20. Situational and self awareness N Chorn
  21. 21. Intellectual rigour N Chorn
  22. 22. Physical agility N Chorn
  23. 23. Features and practices for each
  24. 24. Implications for leadership <ul><li>Leadership needs versatility </li></ul><ul><li>Must learn to cope with paradox </li></ul><ul><li>Role in shaping culture </li></ul><ul><li>Walk the talk </li></ul><ul><li>Make bhad decisions </li></ul>
  25. 25. How people see their management model changing Bureaucracy Emergence Hierarchy Collective wisdom Alignment Obliquity Extrinsic Intrinsic Managing across: activities Managing down: activities Managing objectives Managing individual motivation ENDS MEANS TODAY 5 YEARS FROM NOW 1 2 3 4
  26. 26. The role of culture Hard vs heart
  28. 28. Financial Focus = Finance Process Focus = Fitness Customer Focus = Client Relations Learning & Growth Focus = Evolution The Business Needs Scorecard Richard Barrett Cultural Transformation Tools ® Culture (added) Societal Contribution (added)
  29. 29. Personality Structure Empowerment Inner Business Decision Making Dynamic Dependent Employee Emotional Participation Structure Creative Actions Dependency Autonomy Productivity Zone Visible Zone Purpose Zone Commitment Zone Involving in Change Commitment In Change Intelligence Rational CAMPOVERDE CHANGE MODEL What doesn’t exist, could exist through a process of self creation
  30. 30. Personality Structure Decision Making Dynamic Empowerment Inner Business Dependent Employee Emotional Participation Structure Creative Actions Objectivity Productivity Zone Visible Zone Purpose Zone Commitment Zone Involving in Change Commitment In Change Intelligence Rational CAMPOVERDE CHANGE MODEL What doesn’t exist, could exist through a process of self creation Passion Achievement Confusion
  31. 31. Campoverde Change Model <ul><li>Purpose Zone </li></ul><ul><ul><li>Define purpose in detail </li></ul></ul><ul><ul><li>Create a sense of purpose, passion and hope </li></ul></ul><ul><ul><li>Involve and engage people </li></ul></ul><ul><ul><li>Listen and give opportunity to express emotions </li></ul></ul><ul><ul><li>Allow for mistakes and align </li></ul></ul><ul><ul><li>Communicate, communicate, communicate </li></ul></ul>
  32. 32. Campoverde Change Model <ul><li>Commitment Zone </li></ul><ul><ul><li>Use team values </li></ul></ul><ul><ul><li>Celebrate all victories </li></ul></ul><ul><ul><li>Feedback, feedback, feedback </li></ul></ul><ul><ul><li>Remember people are self-protective </li></ul></ul><ul><ul><li>Be truthful about what you know and don’t know </li></ul></ul><ul><ul><li>Stretch people to challenging goals </li></ul></ul><ul><ul><li>Allow for autonomous actions </li></ul></ul>
  33. 33. Campoverde Change Model <ul><li>Productivity Zone </li></ul><ul><ul><li>With necessary task maturity allow freedom </li></ul></ul><ul><ul><li>Clear goals and objectives within roles </li></ul></ul><ul><ul><li>Enjoyment from achievement should be celebrated </li></ul></ul><ul><ul><li>Talk outcomes and future, not bottom line </li></ul></ul><ul><ul><li>Measure success </li></ul></ul><ul><ul><li>Ample feedback </li></ul></ul>
  34. 34. Campoverde Change Model <ul><li>Visibility Zone </li></ul><ul><ul><li>Reflect on the process </li></ul></ul><ul><ul><li>Introduce performance incentive </li></ul></ul><ul><ul><li>Allow for further innovation </li></ul></ul><ul><ul><li>Continue with engagement </li></ul></ul><ul><ul><li>Honour the past </li></ul></ul><ul><ul><li>Prepare for future </li></ul></ul>
  35. 35. People don’t fear change, they fear hard work Scott Peck
  36. 36. Culture is your centre of gravity You don’t change culture, you grow it
  37. 37. The change process T O D A Y HISTORY FUSTORY START STOP V I S I O N R E S P O N S E - A B L E N E S S V A L U E S CONTINUE
  38. 38. The road to success is always under construction
  39. 39. The Leadership Partnership