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Agile enterprises, creating a growth culture, and changing behaviors


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Is change agility the most important capability for 21st century businesses? What is it, and how can it be developed? How can leaders create agile cultures?

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Agile enterprises, creating a growth culture, and changing behaviors

  1. 1. #Change Agility GETTING BETTER AT CHANGE TO PROMOTE HUMAN FLOURISHING Paul Gibbons Author Paul G Gibbons
  2. 2. Change failure
  3. 3. My first change failure
  4. 4. Mind the gap Change management theory Human (behavioral) sciences Pace of change
  5. 5. Change failure
  6. 6. SOCKS helps analyze failure Benefit SHORTFALLS Cost OVERRUNS Unintended CONSEQUENCES KILLED programs SUSTAINABLE results
  7. 7. Change masters succeed 80% of the time versus change novices 18% (IBM)
  8. 8. Do the math… ROI – “change master” ROI – “change novice”
  9. 9. Sunlight is the best disinfectant… Need 100% clarity on how our particular business fares when we attempt change Need to understand the characteristics of “change masters” CHANGE AGILITY
  10. 10. Change agility
  11. 11. Panta rhei – you cannot step in the same river twice…
  12. 12. Consequences for…
  13. 13. Change agility refers to flexibility, adaptability, innovation, and excellence in executing change in response to disruptive threats or strategic opportunities
  14. 14. What is change agility? Mindset is “change is what we do… always” Change readiness and capability (KSA) are critical differentiating advantages Dynamic flow of ideas, problem solving, knowledge from entire organization Operationally adaptable, strategically nimble Resistance to change is an archaic concept Each change program strengthens the business
  15. 15. Change agility questionnaire 1. What percentage of leadership are competent at leading change? 2. How thoroughly are previous change lessons incorporated? 3. To what extent is major change welcomed, or feared? 4. To what extent to leaders see their role as creating change-agile workplaces? 5. The business has flexible structures and processes that can respond quickly? 6. Do ideas permeate the business from outside, and flow from the bottom 7. Is there is a culture of experimentation, prototyping, pilots, and iteration?
  16. 16. Creating change agile businesses
  17. 17. In complex system, change can only happen as quickly as the weakest link… - to change mindset needs to be reinforced by changed behavior, culture, and supporting structures - to change behavior, you need to change culture, and supporting structures (HR policies) - to change “hard” aspects (processes, structures), culture, mindset and behaviors need to change
  18. 18. Growth Culture Habit Change Change capable leaders Neo-behaviorism
  19. 19. Growth mindset
  20. 20. Intelligence can be developed …embrace challenges … persist in face of setbacks … see effort as the path to mastery (not talent) …learn from criticism … find lessons and inspiration from success of others Intelligence is static …avoid challenges … give up easily … see effort as fruitless …ignore useful negative feedback … feel threatened by success of others
  21. 21. Growth mindset to growth culture We want perseverance, rising to challenges, creativity in the face of challenges, learning from experience! “A for effort” is derisory! Do not praise intelligence or talent… “she is super smart…” “good job” The struggle is where the learning happens… “helping kids with homework…” in business, call for the consultants! Think about HR – even the world “talent” Should we be rewarding “growth” or “effort” rather than performance?
  22. 22. Growth culture questionnaire 1. What do you think of growth mindset/ growth culture as concepts? 2. Are they useful to businesses? 3. What outcomes that we desire would be promoted by a growth culture? 4. What are the implications for HR/ strategy of the growth mindset? 5. What specific structures, processes would have to change to implement it?
  23. 23. Neo-behaviorism
  24. 24. Old behaviorism Although the intellectual legacy is dead/ discredited…. The ideology lives on child rearing, prisons, businesses….
  25. 25. “We use a modified version of carrots and sticks around here. We’ve done away with the carrots.”
  26. 26. On the other hand… Influence is not so easy… Changing people’s minds is less than half the battle…
  27. 27. Behavioral specificity
  28. 28. Power of checklists
  29. 29. Choice architecture
  30. 30. Habit change
  31. 31. Three bits of research Mini-habits Implementation triggers Social support
  32. 32. Mini-habits It takes about two months… Building the habit more important than “reps” Small changes are sustainable They build momentum They build self-confidence They build automaticity
  33. 33. Implementation triggers When I get home, I will instantly go for 30m run The instant I get to the office I will 30m before a client meeting, I will always… The first thing I do after lunch is When I check into a hotel, I will….
  34. 34. The power of a 30 day challenge Most highly effective people can do anything for 30 days Gets competitive juices flowing 30 days is enough time to have transformative effect, but short enough so it doesn’t feel like a jail sentence We are going to pick a 30-day challenge
  35. 35. Change capable leaders
  36. 36. Change capable leaders
  37. 37. Growth Culture Habit Change Change capable leaders Neo-behaviorism
  38. 38. Ethics and flourishing
  39. 39. Which company operates in more than 200 countries? Which company employs more than 2 million people? Which leading technology company started selling meat slicers?
  40. 40. Technology with wisdom
  41. 41. Science for our common future Can evidence based management eliminate fads and waste?
  42. 42. Eudaimonia Flourishing
  43. 43. Great leadership Better businesses Applied Science & wisdom Human flourishing Sustainable world
  44. 44. Advisor on organizational change to global corporations Non-executive/ independent director Advisor/ program leader on business education Speaking Writing
  45. 45. More? One-day program called LEADING AND MANAGING CHANGE IN THE 21ST CENTURY, February 24th, in Fort Collins Three-day version offered in Denver in the Spring Custom-tailored versions for senior teams Paul G Gibbons Paul Gibbons Author