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CSC Proprietary [1] 1
CSC Leadership Programme
Leading Change for Success
CSC Proprietary [1] 2
Morten Cavling Arendrup
Strategic Consulting
CSC Scandinavia
marendrup@csc.com
Morten Cavling Arendr...
CSC Proprietary [1] 3
Where are the real values in a company?
Assets OwnershipOwnership
Factory Product
Market
CustomersBr...
CSC Proprietary [1] 4
The value process in the company
Values
Behaviours
Actions
11 
11 
11 
 Define the values.
 Wha...
CSC Proprietary [1] 5
Forsikring
& Pension
Forsikring
& Pension
Forsikring
& Pension
Forsikring
& Pension
Behaviours
Thoug...
CSC Proprietary [1] 6
Honesty
Trust
Client focus
Exellence
Integrity
Results
Creativity
Initiative
Diversity
Respect
Toler...
CSC Proprietary [1] 7
Honesty
Trust
Client focus
Exellence
Integrity
Results
Creativity
Initiative
Diversity
Respect
Toler...
CSC Proprietary [1] 8
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for buy-in
5. E...
CSC Proprietary [1] 9
Change is situational & external,
for instance a new job, site, boss,
team, role
Transition is the p...
CSC Proprietary [1] 10
Is there a quick and dirty approach to change?
Sorry, you can´t avoid change but you can manage it!
CSC Proprietary [1] 11
CSC Proprietary [1] 12
Kotter´s eight steps in (large scale)
change programmes
1. Increase Urgency
2. Build the Guiding Te...
CSC Proprietary [1] 13
The Change Curve
Good
Poor
Strategic
Performance
Time
Crisis
ReactiveAnticipatory
Source: M. Crossa...
CSC Proprietary [1] 14
Building a Change Plan
Priorities
Timing
Change Drivers
External Internal
The Change
Challenge
Urge...
CSC Proprietary [1] 15
• Is the type of change you
need clear? Widely agreed?
• Do you need revolution or
evolution?
• How...
CSC Proprietary [1] 16
Readiness for Change
Anticipatory Reactive Crisis
Awareness
Capability
Commitment
Mixed
Mixed
Mixed...
CSC Proprietary [1] 17
Should you work first with supporters or
resistors?
Should you experiment or move firmly?
Do you ne...
CSC Proprietary [1] 18
Action Plan - First Step Guidelines
Early
Objectives
Tactics
Anticipatory Reactive Crisis
Pace
Work...
CSC Proprietary [1] 19
CSC Proprietary [1] 20
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for buy-in
5. ...
CSC Proprietary [1] 21
Start with the Big Picture
The processes
underpin the
business strategy
The right people
make it ha...
CSC Proprietary [1] 22
The six domains of change
CSC’s approach to business change is based on
CSC Catalyst’s six domains ...
CSC Proprietary [1] 23
Organisation
Leadership Commitment
Competence
Performance
Communication
Structure
Culture
The seven...
CSC Proprietary [1] 24
Leadership
Commitment
Capabilities
Performance Culture Communication
Structure
An ambitious and vis...
CSC Proprietary [1] 25
Leadership
Commitment
Capabilities
Performance Culture Communication
Structure
Commitment
Leadershi...
CSC Proprietary [1] 26
Leadership Commitment
Capabilities
Performance Culture
Communica
Structure
Commitment is created by...
CSC Proprietary [1] 27
Structure in the organisational change perspective is
created through designing and building the fu...
CSC Proprietary [1] 28
Leadership Commitment
Capabilities
Performance
Culture Communication
Structure
Performance
Create a...
CSC Proprietary [1] 29b
Leadership Commitment
Competence
Performance
Communication
Structure
Culture
Breakout Session
Brea...
CSC Proprietary [1] 30
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for buy-in
5. ...
CSC Proprietary [1] 31
Change challenges
Leadership
Motivation
People
Performance
Employee
structure
Procedures
Organisati...
CSC Proprietary [1] 32
Managing Change
Mobilisation
phase
Acceptance phase
Commitment phase
Degreeofsupportforthechange
Ti...
CSC Proprietary [1] 33
Neutral Zone
Confusion
Stress
Illness
Delegate tasks
Short term goals
Reward wins
New beginnings
Pu...
CSC Proprietary [1] 34
Managing the Transition Process
ENDINGS
• Identify who´s loosing what
• Accept the reality of
subje...
CSC Proprietary [1] 35
Show resilience even when the ride is rough
CSC Proprietary [1] 36
Control Model
1 2
3
What can I do myself?
Part 1 - What can I do about it?
Part 2 - Can I ask other...
CSC Proprietary [1] 37
Orchestrating Winning Performance
Getting in tune with your team!
A team is group of people with a
...
CSC Proprietary [1] 38
Forming
Storming
Norming
Performing
Team dynamics
CSC Proprietary [1] 39
• Getting to know each other
• Discovering acceptable behaviours
• From individual to membership
• ...
CSC Proprietary [1] 40
• Tension or conflict
• Fractioning
• Polarisation of group members
• Minimal results
Storming
CSC Proprietary [1] 41
• A feeling of team-spirit
• Developing effective tools for
decision making
• More work is done
Nor...
CSC Proprietary [1] 42
Performing
• Members rely on each other
• Diversity is highly appreciated
• Great working results
H...
CSC Proprietary [1] 43
Team Performance Curve
Performance
Time
Forming
Storming
Norming
Intervention
Performing
Group thin...
CSC Proprietary [1] 44
Motivating your Team
What are my goals?
How do I contribute to my goals?
How do I know if I´m succe...
CSC Proprietary [1] 45
Supportive
behaviour
Directive
behaviour
HighLow
High High supportive
Low directive
High supportive...
CSC Proprietary [1] 46
High supportive
Low directive
High supportive
High directive
Low directive
Low supportive
Low suppo...
CSC Proprietary [1] 47
Breakout Session
Break out into groups
Transition & Change
Read the brief
CSC Proprietary [1] 48
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for buy-in
5. ...
CSC Proprietary [1] 49
Focus on Leadership...
In your opinion, who is the
best leader in history?
Give 3 reasons why?
Shar...
CSC Proprietary [1] 50
Management
Direction setting
Businesscontrol
Strategic
Competitive advantage
Tactical
Operational
P...
CSC Proprietary [1] 51
The Leader-Manager Profile
Implementation
Vision
Victim
Dreamer
Shows the way
Leader-Manager
CSC Proprietary [1] 52b
0
255
0
75
100
Manager
0
255075
100
Leader
0
255075
100
Coach
0
255075
100
Guru
Running the busine...
CSC Proprietary [1] 53
A Key Distinction
CSC Proprietary [1] 54
CSC Proprietary [1] 55
CSC Proprietary [1] 56
CSC Proprietary [1] 57
CSC Proprietary [1] 58
ALIGNING People, Processes and IT with Passion
?
CSC Proprietary [1] 59
CSC Proprietary [1] 60
Breakout Session
Break out into groups of six
What are the characteristics of a CSC leader?
Discuss...
CSC Proprietary [1] 61
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for buy-in
5. ...
CSC Proprietary [1] 62
38 %
7 %
55 %
Words
Tone & rythm
of voice
Non-verbal -
Body languageAlbert Mehrabian
How is communi...
CSC Proprietary [1] 63
I will post your personal letter in one month from today!
My Personal Change Plan
Which key learnin...
CSC Proprietary [1] 64
John Kotter, Dan Cohen, Heart of Change, Harvard
Business School Press, 2002.
Peter Senge, The Danc...
CSC Proprietary [1] 65
Change Box Set
Tips, Templates and Tools
Intranet/Nordic update/ Virtual management network
CSC Proprietary [1] 66
Experience. Results.
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CSC Leadership Programme-Speaker

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CSC Leadership Programme-Speaker

  1. 1. CSC Proprietary [1] 1 CSC Leadership Programme Leading Change for Success
  2. 2. CSC Proprietary [1] 2 Morten Cavling Arendrup Strategic Consulting CSC Scandinavia marendrup@csc.com Morten Cavling Arendrup is manager with the CSC Strategic Consulting Practice in Denmark. Morten holds a Masters degree in Business Law from University of Copenhagen, a BA (Hons) from Central School of Speech & Drama, London and is also an IMD alumni. He has more than 12 years experience as a management consultant. Morten´s areas of expertise include change management, leadership development and coaching. Over the years, Morten has been involved in projects covering all aspects of organisational performance as well as IT strategy development and implementation. Moreover, Morten has extensive project management experience from assignments with numerous corporate and public clients both in Denmark and abroad. Prior to joining CSC Morten has worked with other high end management consultancy companies, e.g. Right Management Consultants and Ernst & Young/Ementor.
  3. 3. CSC Proprietary [1] 3 Where are the real values in a company? Assets OwnershipOwnership Factory Product Market CustomersBrand Less ownershipLess ownership Knowledge BrainPeople Brand
  4. 4. CSC Proprietary [1] 4 The value process in the company Values Behaviours Actions 11  11  11   Define the values.  What do the values mean?  How should we act?  We must act as we preach?  Walk the talk! Implement and internalise the values.
  5. 5. CSC Proprietary [1] 5 Forsikring & Pension Forsikring & Pension Forsikring & Pension Forsikring & Pension Behaviours Thoughts Beliefs Values Identity What others see My own values
  6. 6. CSC Proprietary [1] 6 Honesty Trust Client focus Exellence Integrity Results Creativity Initiative Diversity Respect Tolerance Effectiveness Accountability Innovation Passion Quality Empowerment Loyalty Justice Enthusiasm Reflecting on my own values
  7. 7. CSC Proprietary [1] 7 Honesty Trust Client focus Exellence Integrity Results Creativity Initiative Diversity Respect Tolerance Effectiveness Accountability Innovation Passion Quality Empowerment Loyalty Justice Enthusiasm Are my values aligned with CSCs?
  8. 8. CSC Proprietary [1] 8 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. First bit Let us begin by looking a little bit closer at some change issues and the change leadership skills required to deal with them effectively. What is leading change all about? Why is it important in CSC, and why does change have to be led? Moreover, are we as leaders truly living, acting and demonstrating our values? Or are we just declaring that we do so?
  9. 9. CSC Proprietary [1] 9 Change is situational & external, for instance a new job, site, boss, team, role Transition is the psycological (internal) process people go through to come to terms with the new situation Change + People = Transition Source: William Bridges Change & Transition
  10. 10. CSC Proprietary [1] 10 Is there a quick and dirty approach to change? Sorry, you can´t avoid change but you can manage it!
  11. 11. CSC Proprietary [1] 11
  12. 12. CSC Proprietary [1] 12 Kotter´s eight steps in (large scale) change programmes 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.
  13. 13. CSC Proprietary [1] 13 The Change Curve Good Poor Strategic Performance Time Crisis ReactiveAnticipatory Source: M. Crossan, N. Fry and P. Killing
  14. 14. CSC Proprietary [1] 14 Building a Change Plan Priorities Timing Change Drivers External Internal The Change Challenge Urgency Readiness The Change Process Change Progress Measures of Success The Needed Change Style Change Leaders
  15. 15. CSC Proprietary [1] 15 • Is the type of change you need clear? Widely agreed? • Do you need revolution or evolution? • How much behaviour change is required? • How ready are the key people for this change? The needed Change?
  16. 16. CSC Proprietary [1] 16 Readiness for Change Anticipatory Reactive Crisis Awareness Capability Commitment Mixed Mixed Mixed Low Low High Low High High Who will be most impacted by the proposed change? How ready are they?
  17. 17. CSC Proprietary [1] 17 Should you work first with supporters or resistors? Should you experiment or move firmly? Do you need an early win? What management style should you use to drive the change? Participative or directive? How fast should you move? Leading the Change Process
  18. 18. CSC Proprietary [1] 18 Action Plan - First Step Guidelines Early Objectives Tactics Anticipatory Reactive Crisis Pace Work with Jog Supporters Experimentation Establish Direction Develop Support Participative Small Steps Run Pivotal Groups Convert Resistors Mobilise Organisation Move on Broad Front Mix - P&D Broad front Sprint External Internal Buy Time Sprint Make Strategic Changes Partici- pative Directive
  19. 19. CSC Proprietary [1] 19
  20. 20. CSC Proprietary [1] 20 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Second bit CATALYST™ the CSC approach to change. CATALYST™ consists of six domains of change and seven drivers. It provides leaders in CSC with useful tools, like for instance stakeholder analysis and Communication Plan. Let us have a closer look….. CATALYST™
  21. 21. CSC Proprietary [1] 21 Start with the Big Picture The processes underpin the business strategy The right people make it happen The IT platform supports the new way of working
  22. 22. CSC Proprietary [1] 22 The six domains of change CSC’s approach to business change is based on CSC Catalyst’s six domains of change POLDAT
  23. 23. CSC Proprietary [1] 23 Organisation Leadership Commitment Competence Performance Communication Structure Culture The seven CATALYST™ change drivers
  24. 24. CSC Proprietary [1] 24 Leadership Commitment Capabilities Performance Culture Communication Structure An ambitious and visionary management team ....committed to demonstrate leadership in the business transformation - by actively participating in the change process, supporting and challenging the participants and their own parts of the organisation. Leadership
  25. 25. CSC Proprietary [1] 25 Leadership Commitment Capabilities Performance Culture Communication Structure Commitment Leadership is the basis for Commitment. Line leaders build commitment by making their teams understand and accept the impact of the proposed changes. If the managers succeed in changing their own behaviours to accept the new ways of working, they soon will become role models to their teams.
  26. 26. CSC Proprietary [1] 26 Leadership Commitment Capabilities Performance Culture Communica Structure Commitment is created by involvement and communication Involve the stakeholders in building the new ways of working. The line leaders should all have the same vision that they can communicate to their teams. The project team supports with just- in-time communication plans and tools. Communication
  27. 27. CSC Proprietary [1] 27 Structure in the organisational change perspective is created through designing and building the future business processes. Leadership Commitment Capabilities Performance Culture Communication Structure/ Structure and Capabilities Capabilities, i.e the skills and competencies required for the new ways of working are designed in role and responsibility workshops.
  28. 28. CSC Proprietary [1] 28 Leadership Commitment Capabilities Performance Culture Communication Structure Performance Create a positive attitude about the business changes through visible goals and rewards when the goals are achieved and show clearly how each division, team and employee contribute to business results. What gets measured gets done
  29. 29. CSC Proprietary [1] 29b Leadership Commitment Competence Performance Communication Structure Culture Breakout Session Break out into groups of six Your team is facing a major change, i.e. a merger with another company Discuss the leadership issues Link the issues to the model Present your findings
  30. 30. CSC Proprietary [1] 30 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Third bit We know we need to create and build understanding and acceptance for the changes required. But do we know how to get the organisation involved and mobilise the line leaders to be able to execute change successfully? Can change be enabled through empowerment and do we as leaders have the courage to accept ambiguity and confront resistance? Building commitment
  31. 31. CSC Proprietary [1] 31 Change challenges Leadership Motivation People Performance Employee structure Procedures Organisational structure Rules Easy to change Culture Difficult to change
  32. 32. CSC Proprietary [1] 32 Managing Change Mobilisation phase Acceptance phase Commitment phase Degreeofsupportforthechange Time Results Internalise new ways Evaluate it Understand the change Contact Test it Accept the change Confusion Negative perception Monitor check-out behaviours Change initiative aborted
  33. 33. CSC Proprietary [1] 33 Neutral Zone Confusion Stress Illness Delegate tasks Short term goals Reward wins New beginnings Purpose Picture Plan Personal role Elementsofinternalchange Time Managing Transition Source: William Bridges Endings Listen Show empathy Offer information Show emotions
  34. 34. CSC Proprietary [1] 34 Managing the Transition Process ENDINGS • Identify who´s loosing what • Accept the reality of subjective losses • Expect and accept grieving • Compensate for losses • Give information (over and over again) • Define what´s over and isn´t • Mark the endings • Treat the past with respect • Show how endings ensure continuity of what really matters NEW BEGINNINGS • Clarify & communicate purpose • Develop a picture • Create a plan • Give people a role to play - Role and relationships in the outcome - Role in the transition • Reinforce new beginnings - Be consistent - Ensure quick successes - Symbolise new identity - Celebrate success NEUTRAL ZONE • Normalise it • Redefine it with new metaphors • Create temporary systems • Form transition team • Use the neutral zone creatively
  35. 35. CSC Proprietary [1] 35 Show resilience even when the ride is rough
  36. 36. CSC Proprietary [1] 36 Control Model 1 2 3 What can I do myself? Part 1 - What can I do about it? Part 2 - Can I ask others for help? Part 3 – What is out of my control? Part 1 - What can I do about it? Ex. quit the job, transfer to another department, ask questions, measure results, improve skills etc. Part 2 - Can I ask others for help? Ex. feedback from boss and mentor, support from team members, look for training courses, books to deal with future realities, ask a friend etc. Part 3 - What is out of my control? Ex. I can´t change decision to move HQ, or to reduce FTE 25% Source: The Stress Manager, Janelle Barlowe
  37. 37. CSC Proprietary [1] 37 Orchestrating Winning Performance Getting in tune with your team! A team is group of people with a common goal working together to achieve it.
  38. 38. CSC Proprietary [1] 38 Forming Storming Norming Performing Team dynamics
  39. 39. CSC Proprietary [1] 39 • Getting to know each other • Discovering acceptable behaviours • From individual to membership • Less work done Forming
  40. 40. CSC Proprietary [1] 40 • Tension or conflict • Fractioning • Polarisation of group members • Minimal results Storming
  41. 41. CSC Proprietary [1] 41 • A feeling of team-spirit • Developing effective tools for decision making • More work is done Norming
  42. 42. CSC Proprietary [1] 42 Performing • Members rely on each other • Diversity is highly appreciated • Great working results High Performance Team
  43. 43. CSC Proprietary [1] 43 Team Performance Curve Performance Time Forming Storming Norming Intervention Performing Group think mode
  44. 44. CSC Proprietary [1] 44 Motivating your Team What are my goals? How do I contribute to my goals? How do I know if I´m successful? If not, where can I get help? What´s in it for me?
  45. 45. CSC Proprietary [1] 45 Supportive behaviour Directive behaviour HighLow High High supportive Low directive High supportive High directive Low directive Low supportive Low supportive High directive Hersey & Blanchard
  46. 46. CSC Proprietary [1] 46 High supportive Low directive High supportive High directive Low directive Low supportive Low supportive High directive S2 S1 S3 S4 High Competence High Commitment * Turn over resposibilty Low Competence Low Commitment * Structure & Supervise Apply your Leadership to the Situation Some Competence Low Commitment * Direct & Support High Competence Variable Commitment * Praise, listen, facilitate Developing Moderate Developed
  47. 47. CSC Proprietary [1] 47 Breakout Session Break out into groups Transition & Change Read the brief
  48. 48. CSC Proprietary [1] 48 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Fourth bit Do the CSC managers have a clear vision that they can communicate to their staff? Do the CSC managers understand how the business processes and IT vision will generate the benefit - or are they just giving lip service? Are the CSC managers leaders? And what are the characteristics of the ideal CSC manager anyway? That vision thing ”Successful leaders give people permission to perform”
  49. 49. CSC Proprietary [1] 49 Focus on Leadership... In your opinion, who is the best leader in history? Give 3 reasons why? Share with the person next to you!
  50. 50. CSC Proprietary [1] 50 Management Direction setting Businesscontrol Strategic Competitive advantage Tactical Operational Present Predictable Status Quo Control Problem solving Growth Change Future Breakthrough thinking Leadership
  51. 51. CSC Proprietary [1] 51 The Leader-Manager Profile Implementation Vision Victim Dreamer Shows the way Leader-Manager
  52. 52. CSC Proprietary [1] 52b 0 255 0 75 100 Manager 0 255075 100 Leader 0 255075 100 Coach 0 255075 100 Guru Running the business Budget Control and follow-up Resource planning Risk minimizer Expert Guru status Working solo Provides value through own knowledge Creating the future Vision and values Develops teams, mindset and competence Risk taker Winning the Talent Competence development Coaching and feedback Empowerment People focus
  53. 53. CSC Proprietary [1] 53 A Key Distinction
  54. 54. CSC Proprietary [1] 54
  55. 55. CSC Proprietary [1] 55
  56. 56. CSC Proprietary [1] 56
  57. 57. CSC Proprietary [1] 57
  58. 58. CSC Proprietary [1] 58 ALIGNING People, Processes and IT with Passion ?
  59. 59. CSC Proprietary [1] 59
  60. 60. CSC Proprietary [1] 60 Breakout Session Break out into groups of six What are the characteristics of a CSC leader? Discuss, prioritise and list the characteristics Present your findings
  61. 61. CSC Proprietary [1] 61 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for buy-in 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. End bit Shakespeare was right! He lived more than 400 years ago, and yet his power of communication still holds true. Communication more than ever is key to the succesful execution of change. But communication is much more than just words…… Henry V by William Shakespeare
  62. 62. CSC Proprietary [1] 62 38 % 7 % 55 % Words Tone & rythm of voice Non-verbal - Body languageAlbert Mehrabian How is communication perceived?
  63. 63. CSC Proprietary [1] 63 I will post your personal letter in one month from today! My Personal Change Plan Which key learnings will I take back to my team and implement NOW? And how will I do it? Where are my competence gaps in fulfilling my role as a successful CSC Leader-Manager and what are my actions to bridge the gap? How will I measure if I am successful?
  64. 64. CSC Proprietary [1] 64 John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002. Peter Senge, The Dance of Change, Currency Doubleday, 1999 M. Crossan, N. Fry and P. Killing, Strategic Analysis and Action, Fifth Edition, Prentice Hall Canada, 2002 The Leader Manager by William D. Hitt, 1998 Managing Transitions (making the most of change), by William Bridges, 1998 Good to Great by Jim Collins 2001 Thank you for coming! www.changemanagement.com www.drucker.com www.zigonperf.com www.imd.ch Books Worldwideweb
  65. 65. CSC Proprietary [1] 65 Change Box Set Tips, Templates and Tools Intranet/Nordic update/ Virtual management network
  66. 66. CSC Proprietary [1] 66 Experience. Results.

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