2. Questions that Concern Change Managers
How to get the buy in and support of
stakeholder groups?
How to keep focus in the face of “1,000”
initiatives?
How to identify potential roadblocks early and
deal with them?
How to loosen people’s attachment to old
systems?
How to prevent the culture killing the change?
How to ensure the long term sustainability of
the project?
People ∆ Culture ∆ Performance
3. 50 – 70% of Change or Integration Efforts Fail!
IBM, 2008
Carleton and
Lineberry, 2004
People ∆ Culture ∆ Performance
5. The Alligator River
Abigail Gregory Sinbad Ivan Slug
Rank all 5 of the characters
1 = Best … or least despicable
5 = Worst … or most despicable
Use each number only once
6. The Alligator River
Loves Gregory
Abigail Asked Sinbad to take her across the river
Turns to Ivan for help – to no avail
Agrees to Sinbad’s terms and crosses river to Gregory
Gregory Lives on opposite side of the river
Casts Abigail aside with distain
Agrees to take Abigail over river if she sleeps with him
Sinbad Honours his word when Abigail concedes
Abigail turns to Ivan with her plight
Ivan He does not want to be involved at all
Heartsick & dejected Abigail turns to Slug
Slug Slug feels compassion for Abigail
He beats Gregory brutally
As sun sets we hear Abigail laughing at Gregory
1 = best / least despicable 5 = worst / most despicable
7. The Challenge for Change Managers & Organisations
People ∆ Culture ∆ Performance
8. Triple Faceted Cultural Alignment Process
Map the Map the Pulse the
Culture Networks Behaviours
• Cultural Alignment/ • Networks • Signature Behaviours
Misalignment • Weak links • Key influencer groups
• Entropy • Influence gateways • Monitor progress
• Bridging values • Optimise relationships • Increase collaboration
• Behaviours & integration
• Build connected
competence • Sustain development
People ∆ Culture ∆ Performance
9. Map the
Culture
Aligning the Winds & Currents
Mapping the culture to determine
the alignment between:
•Personal Values & the Current Culture
•Current Culture & Desired Culture
•Personal Values & Desired Culture
And the level & nature of what limits the
team or organisation (Entropy)
Identify & Embed Signature Behaviours
Personal Current Desired
Values Culture Culture
People ∆ Culture ∆ Performance
10. What Cultural Entropy Looks Like
What does 46%
entropy look like?
Energy available for
productive work
Non-productive or
destructive energy
People ∆ Culture ∆ Performance
11. The Language of Entropy
Change Team Organisation
bureaucracy (9)
hierarchy (8)
silo mentality (7)
long hours (1) long hours (3)
confusion (2)
information hoarding (2)
power (1)
internal competition (6)
internal competition (1)
empire building (2)
short-term focus (5)
control (4)
control (1)
job insecurity (3)
job insecurity (1)
caution (2)
exploitation (1)
4 out of 120: 4% 55 out of 120: 46%
People ∆ Culture ∆ Performance
12.
13. Identify the
Networks Aligning the Winds & Currents
Identify Formal & Informal Networks.
Leverage
Gateways and Blockage Points
Influencers and Saboteurs
Trust Levels
People ∆ Culture ∆ Performance
14. Building the Stakeholder Influence Matrix
Cohesive, Misaligned,
well connected groups disconnected groups
Social Network Analysis (SNA)
Efficiency: Optimise relationship interfaces
Effectiveness: Build connected competence
Innovation: Leverage relationships to generate & implement ideas
People ∆ Culture ∆ Performance
15. Leveraging Stakeholder Influence
Key Stakeholder Leverage
The 12% most
connected people
Loose
influenced 50% of the
relationships
People ∆ Culture ∆ Performance
16. What People Do Screams Louder Than What They Say
‘80-90% of employee behaviour is determined
by what managerial leadership attends to,
measures, rewards, controls,
reacts to, models and coaches.’
Towers Perrin 2004
People ∆ Culture ∆ Performance
17. Pulse the
Behaviours
Aligning the Winds & Currents
Tracking the Signature Behaviours
Identifies gaps and guides
personal development
Reinforces positive behaviour over
time
95% improve by 3rd Pulse
People ∆ Culture ∆ Performance
18. Pulsing Signature Behaviours
Promotes Development of Others
Group Individual
Tri-annual trend analysis
Measures hard and soft skills
Tracks organisational direction / objectives
Influences self directed shaping and shifting of behaviours
Whole of system philosophy
People ∆ Culture ∆ Performance
19. Dynamic Real Time Dashboard
Signature Behaviours
Demonstrates Promotes
Respect for Development of
Contributions Others
Innovate Makes
Appropriately Company
Proud
Encourages
Demonstrates
Staff
Cost Conscious
Empowerment
People ∆ Culture ∆ Performance
20. Bringing It All Together
Accelerate
Leverage
Align
Behavioural Change
Networks
Personal Current Desired
Values Culture Culture
Culture
People ∆ Culture ∆ Performance
21. Aligning the Whole System behind the Change
Personal
Alignment
Vision Mission
Alignment Alignment
Structural
Alignment
People ∆ Culture ∆ Performance
22. The Secret Weapon of any Change -
Aligning People to their New Pond
People ∆ Culture ∆ Performance
23. For more information
Please call us on 03 8796 0796 or
0416 11 54 11 – Sally-Anne Cotton
0438 194 944 – Peter McDonald
Or email
info@executivealchemist.com.au
People ∆ Culture ∆ Performance