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Ga change management

  1. 1. www.growthaccelerator.com Change management: Navigating your high growth journey Presentation byRichard Crooks
  2. 2. Change Management January 2013 hello 2
  3. 3. Change Management January 20133
  4. 4. Change Management January 2013 “The ability to learn faster than your competitors may be the only sustainable competitive advantage” Arie de Gues 4
  5. 5. Change Management January 2013 Summary of today Change in your business Change in your people 01 02 5
  6. 6. Change Management January 2013 Our roadmap for this morning Change in your business 1. Visioning Orbit (touch on briefly) 2. Red Ocean / Blue Ocean thinking 6 Change in your people 3. X model Engagement 4. The Golden Circle
  7. 7. Change Management January 2013 Any kind of change can feel like a crisis…
  8. 8. Change Management January 2013 1. Change your business 8
  9. 9. Change Management January 2013 The competition changes you and your business You initiate the change that you want to create in the market Low growth thinking High growth thinking 9
  10. 10. Change Management January 2013 if you don‟t know where you‟re going all roads lead there!
  11. 11. Change Management January 2013 Investors in People 5% reduction 3% reduction 3% reduction £100k -£400k -£600k Articles in Trade Press Featured on local radio & TV 11(2) 18(2) 28(3) ABC Limited Preferred supplier to 3 national health OEMs 50% automotive 40% medical 10% aerospace £1.2 mil £2.3 mi £4 mil 30% automotive 70% medical 0% aerospace Self-Managing Teams Preferred supplier to 3 regional health OEMs Preferred supplier to 3 Manchester health OEMs DEF Limited GHI Limited China Europe National Profit Centres with Bonus scheme 20% 45% 75% Av. value - projects Net Promoter Score Net Profit Turnover £ No. of partners / route to market Key Markets No. of employees No. of customers (projects / retainers) Apr 13 / Mar 14 Apr 14 / Mar 15 Apr 15 / Mar 16 Av. Value - retainers Blend of business 9 £720K (40%) 50 / 55 13 10 (40%) £1.8M £800K new £250K existing £800K retainers East Mids./Nat ional (50/50) £16K £14.5K 8.5 £420K (35%) 40 /40 12 £1.2M £600K new £200K existing £350K retainers £50K recurring £15K 7 (30%) East Mids./National (60/40), incl. Notts. £8.75K £14K 8 £240K (30%) 35/ 32 10 £500K new £150K existing £120K retainers £30K recurring £800K East Mids./Natio nal (80/20) incl Sheffield, 10+ £3.75K 4 (20%)
  12. 12. Change Management January 2013 Changing your business Red Ocean thinking To create a compelling point of difference to your competitors 12
  13. 13. Change Management January 2013 Contested market strategy Blue Ocean strategy Compete in existing market space Create uncontested market space Beat the competition Make the competition irrelevant Exploit existing demand Create and capture new demand Make the value-cost-trade-off Break the value-cost trade-off Strategic choice is differentiation or low cost Strategic choice is differentiation and low cost13
  14. 14. Change Management January 2013 Differentiation or low(est) cost …your compelling point of difference? 14
  15. 15. Change Management January 2013 Differentiation …increasing value for your customer 15
  16. 16. Change Management January 2013 What value do you provide / do you customers seek? 16
  17. 17. Change Management January 2013 Core & Surround 17
  18. 18. Change Management January 2013 WHAT IF? My business was run by Virgin Disney Apple etc. 18
  19. 19. Change Management January 201319
  20. 20. Change Management January 2013 Exercise: Alternative Grid in your industry In pairs: • Define what your product or service delivers in terms of value • Choose a „differentiation‟ tool • Apply that tool to your product or service – how can you increase value to the customer? 20
  21. 21. Change Management January 2013 Changing your business Blue Ocean thinking To create uncontested market spaces ripe for growth 21
  22. 22. Change Management January 2013 Red Ocean…growth will always be limited by the fact that there is both stiff competition and fewer customers Blue Ocean…if we create new uncontested markets we make our competitors irrelevant and invest fresh markets ripe for growth 22
  23. 23. Change Management January 2013 Contested Market Strategy Blue Ocean Strategy Compete in existing market space Create uncontested market space Beat the competition Make the competition irrelevant Exploit existing demand Create and capture new demand Make the value-cost-trade-off Break the value-cost trade-off Strategic choice is differentiation or low cost Strategic choice is differentiation and low cost Game enhancer or game changer?
  24. 24. Change Management January 2013 Strategic innovation Value Increase Cost reduction Strategic Innovation Company actions favourably affect both cost structure and value proposition 24
  25. 25. Change Management January 2013 Create Which factors should be created that your industry has never offered? Raise Which factors should be raised well above the industry's standard? Reduce Which factors should be reduced well below the industry‟s standard? Eliminate Which of the factors that your industry takes for granted should be eliminated? Disrupting the market Costs Value 25
  26. 26. Change Management January 2013 Exercise: Eliminate| reduce| raise| create 26
  27. 27. Change Management January 2013 Think you’re in a tough industry? • Declining industry • Very limited growth • Supplier power high • Buyer power high • Negativity about using animals • Seat prices tumbling 27
  28. 28. Change Management January 2013 Cirque du Soleil 28
  29. 29. Change Management January 2013 The strategy canvas of Cirque du Soleil Price Star performers Animal shows Multiple show arenas Fun and humour Thrills and danger Unique venue Aisle concessions Smaller Regional Circuses Low High Amount company offers buyers Factors the industry competes on Ringling Bros. and Barnum & Bailey 29
  30. 30. Change Management January 2013 Create Raise Reduce Eliminate Eliminate |reduce| raise| create: Cirque du Soleil • Star performers • Animal shows • Aisle concession sales • Multiple show arenas • Unique venue • Fun and humour • Thrill and danger • Theme • Refined environment • Multiple productions • Artistic music and dance 30
  31. 31. Change Management January 2013 Three elements to a great growth strategy 3. TAG LINE: RE-INVENTING CIRCUS Animal shows Multiple Arenas Thrills & Danger Unique venue Fun/ Humour Artistic music/dance Refined environment 2. DIFFERENTIATION Price Large Nationals Cirque du Soleil Low Hig h Smaller Regionals 1. FOCUS: Eliminate… • Star performers • Animal shows • Aisle concession sales • Multiple show arena • Unique venue • Fun and humour • Thrill and danger • Theme • Refined environment • Multiple productions • Artistic music and dance? Raise Reduce Create 31
  32. 32. Change Management January 2013 Creating uncontested market spaces Considering alternative industries 32
  33. 33. Change Management January 2013 Considering alternative industries Industry: Principal offering: Alternative industries: (not just substitutes) Bus Transportation of commuters • Car • Trains • Taxis • Trams Bus Train Highly attractive aspects Unattractive aspects Unattractive aspects Focused on most lucrative commuter 33
  34. 34. Change Management January 2013 Look across alternative industries grid Why customers would choose Why customers would not choose The Bus The Train Relatively cheap No problems with parking No drink & drive problems Town centre drop off Bus lanes – less congestion Good for environment 34
  35. 35. Change Management January 2013 Look across alternative industries grid Why customers would choose Why customers would not choose The Bus The Train Speed... no traffic congestion Cleaner more comfortable Better class of passengers Easier to find out train times Relatively punctual More comfortable 35
  36. 36. Change Management January 2013 Look across alternative industries grid Why customers would choose Why customers would not choose The Bus The Train Unpleasant environment Unreliable Vulnerability - possibly unsafe Long, possibly inconvenient route Not knowing when next bus is due Waiting in wind and rain Moody bus drivers Need the “right change” 36
  37. 37. Change Management January 2013 Look across alternative industries grid Why customers would choose Why customers would not choose The Bus The Train Relatively expensive at peak times Station is not always convenient Got to get to station Have to wait for a train Poor service at non-peak times 37
  38. 38. Change Management January 2013 3. TAG LINE: 2. DIFFERENTIATION 1. FOCUS Eliminate • Delays caused by congestion • Stigma about using the bus • Complex timetables • Maintenance of older Buses • Buying ticket from driver Raise • Reliability & frequency of service • Directness of service into cities • Green credentials • Level of customer information • Quality / cleanliness image • Commuter targeted marketing Reduce • Waiting times • Boarding time • Stigma about using the bus • The number of buses and drivers • Bad press about old polluting buses • Overall running costs on busy routes Create • Off road transit routes • Deep windows & clear interior space • Cash, Smart card & Mobile ticketing • A real alternative to car drivers • Bus Pilots (rather than Bus Drivers) High Low StreetCar Reliability Comfort & environment Frequency Ticket price Speed of journey Use of E - ticketing Amount company offers buyers Traditional bus Hybrid Traditional train Off road (no congestion) route Running Costs 38
  39. 39. Change Management January 2013 Wright Bus Articulated StreetCar Light Rail with no rails - Lower capital cost - Shorter lead times Copyright © Wright Group Limited 39
  40. 40. Change Management January 2013 Create Raise Reduce Eliminate Eliminate | Reduce | Raise | Create: Accounting Firm (alternative industry: creative agency) • Head Office • Partners • Hourly rates / traditional pricing • „An experience‟ • Pro-activity/empathy • Bespoke-ness • Availability – “24/7” • Complexity • Direct staff • Delays • Grey-ness • Transparent pricing • Helpful stuff • Events / community • Relationships 40
  41. 41. Change Management January 201341
  42. 42. Change Management January 2013 Exercise: Alternative Grid in your industry • Define what your product or service delivers • Choose an alternative that delivers the same outcome • Use the grid to compare your product/service with the alternative • What could be introduced to your industry? • Which aspects should be removed? Ensure that you look at a ALTERNATIVE INDUSTRY (not a COMPETITOR) 42
  43. 43. Change Management January 2013 TAG LINE: Eliminate Raise Reduce Create FOCUS Low High Amount company offers buyers & hence invests Costs Value DIFFERENTIATION To take away Blue Ocean canvas You can now begin to develop a full blue ocean canvas for the strategy you have just made using the alternative industries grid for your business 43
  44. 44. Change Management January 2013 Red vs. Blue Ocean strategies Ask customers how to improve to fuel their growth strategy01 Benchmark against competitors on things that are important to customers 02 Use Blue Ocean strategy?03 Not much growth More growth but is it enough? 44
  45. 45. Change Management January 2013 Investors in People 5% reduction 3% reduction 3% reduction £100k -£400k -£600k Articles in Trade Press Featured on local radio & TV 11(2) 18(2) 28(3) ABC Limited Preferred supplier to 3 national health OEMs 50% automotive 40% medical 10% aerospace £1.2 mil £2.3 mi £4 mil 30% automotive 70% medical 0% aerospace Self-Managing Teams Preferred supplier to 3 regional health OEMs Preferred supplier to 3 Manchester health OEMs DEF Limited GHI Limited China Europe National Profit Centres with Bonus scheme 20% 45% 75% Av. value - projects Net Promoter Score Net Profit Turnover £ No. of partners / route to market Key Markets No. of employees No. of customers (projects / retainers) Apr 13 / Mar 14 Apr 14 / Mar 15 Apr 15 / Mar 16 Av. Value - retainers Blend of business 9 £720K (40%) 50 / 55 13 10 (40%) £1.8M £800K new £250K existing £800K retainers East Mids./Nat ional (50/50) £16K £14.5K 8.5 £420K (35%) 40 /40 12 £1.2M £600K new £200K existing £350K retainers £50K recurring £15K 7 (30%) East Mids./National (60/40), incl. Notts. £8.75K £14K 8 £240K (30%) 35/ 32 10 £500K new £150K existing £120K retainers £30K recurring £800K East Mids./Natio nal (80/20) incl Sheffield, 10+ £3.75K 4 (20%)
  46. 46. Change Management January 2013
  47. 47. Change Management January 2013 Changing your business X model of engagement to win the hearts and minds of your team 47
  48. 48. Change Management January 2013 Low growth thinking High growth thinking Successful change management is 80% mechanics and 20% emotion Successful change management is 20% mechanics and 80% emotion 48
  49. 49. Change Management January 2013 What can go wrong when you present a highly challenging high growth visioning orbit and plan? 49
  50. 50. Change Management January 2013 Copyright Blessing White 50
  51. 51. Change Management January 2013 Almost engaged Engaged Honeymooners Hamsters Crash & Burners Disengaged Copyright Blessing White 51
  52. 52. Change Management January 2013 Exercise Mapping your team on the X model of engagement • Consider the key members of your business or team • Assuming you have shared the visioning Orbit with them, • where do they sit on the X model of engagement currently? • Are they all in the “engaged” box or are there some individuals that need your attention to help move them? • Indicate who you would like to move and to where within the next three months • Discuss in pairs 52
  53. 53. Change Management January 2013 Bob Sue Sam Brian Lee Phil Paul Bill Heather Jed John Mapping your Team on the X model of engagement 53
  54. 54. Change Management January 2013 Engagement for executive leaders C Develop a community feel to achieving the company‟s growth goals A Authentic… keep it real S Significance… help all employees find greater meaning in their work E Excitement… keep individuals passionate about what they do 54
  55. 55. Change Management January 2013 Changing your business The Golden Circle to help engage individuals buy into change 55
  56. 56. Change Management January 2013 People don‟t buy / buy into what you do, but why you do it! Hiring / engaging those “who believe what you believe” 56
  57. 57. Change Management January 2013 Apple Rogers Architects We believe in challenging the status quo in everything we do. We believe in thinking differently. A building without celebration is just construction 57 Easyjet We believe in making travel easy and affordable.
  58. 58. Change Management January 2013 Logistics business E-commerce business We love our customers so they can be loved by theirs. We believe in a world of possibilities, through the Internet. 58
  59. 59. Change Management January 2013 Exercise Golden Circle for your business • Create the 3 circles • Produce the „what‟, „how‟ and „why‟ for your business • How do you communicate to your people and, indeed, your customers? • Do you „keep it real‟ • What areas do you need to work on? • Discuss in pairs 59
  60. 60. Change Management January 2013 What will you do differently as a result of this session? Start doing Stop doing Do more Do less 60
  61. 61. Change Management January 201361
  62. 62. Change Management January 201362
  63. 63. Change Management January 2013 Changing your business Pain and pleasure matrix to help motivate individuals buy into change 63
  64. 64. Change Management January 2013 Low growth thinking High growth thinking Everybody is different. You can‟t motivate all the people all the time Everyone is different. However all people are ultimately driven by the motivating forces to avoid pain and attract pleasure all of the time 64
  65. 65. Change Management January 2013 “The aim of the wise is not to secure pleasure, but to avoid pain.” Aristotle 65
  66. 66. Change Management January 2013 Pain / pleasure principle is key to help people buy into change and motivated to take action Discuss the pain of DOING it The pleasure of DOING it 01 03 The pain of NOT DOING it The pleasure of NOT DOING it 04 05 Identify what they‟ve been putting off01 66
  67. 67. Change Management January 2013 DoingitNotDoingit Pleasure Pain Pleasure Pain Grid 67
  68. 68. Change Management January 2013 DoingitNotDoingit Pleasure Pain Losing weight Pain of doing it • I don‟t like exercise • I haven‟t got time 68
  69. 69. Change Management January 2013 DoingitNotDoingit Pleasure Pain Losing weight Pleasure of doing it • I‟ll be able to wear THAT swimwear • I‟ll fit my expensive suit / dress • I‟ll feel better and fitter 69
  70. 70. Change Management January 2013 DoingitNotDoingit Pleasure Pain Losing weight Pain of not doing it • I get tired when I run for the bus • My doctor warned me about my health • I‟ve clothes in my wardrobe that I can‟t get into 70
  71. 71. Change Management January 2013 DoingitNotDoingit Pleasure Pain Losing weight Pleasure of not doing it • I like the taste of comfort food • It gives me an excuse to buy new clothes • I don‟t have to go to the effort 71
  72. 72. Change Management January 2013 Winning Lee’s commitment We want Lee to more proactively lead the high growth strategy related to penetrating new overseas markets 72
  73. 73. Change Management January 2013 DoingitNotDoingit Pleasure Pain Pain of doing it • It‟s a poison chalice… I could easily fail and lose my blossoming reputation with the Directors • Criticism surrounding missing lucrative UK based opportunities whilst away on overseas business • Frustration caused by forms, language, currency... • Even more time than normal stuck in hotels and travelling, away from my family and friends 73
  74. 74. Change Management January 2013 DoingitNotDoingit Pleasure Pain Pleasure of doing it • The adulation of being the one who lead the company into new more profitable overseas markets when UK growth was slowing • Feeling empowered – shaping my own destiny • Could help me successfully see even more fresh innovations for the business like new product ideas • More exciting than spending everyday in Slough! 74
  75. 75. Change Management January 2013 DoingitNotDoingit Pleasure Pain Pain of not doing it • Living with the regret that I missed the opportunity to be recognised as the person who took this business to the next level of growth • Feeling guilty if the “UK only” strategy fails to generate sufficient growth to achieve our vision • Jealousy… if one of our competitors won the contract • Further reinforcement of the view that my boss has of me… that I “don‟t think big enough” 75
  76. 76. Change Management January 2013 DoingitNotDoingit Pleasure Pain Pleasure of not doing it • I can now keep focused on our (my) UK strategies without the disruptions caused by overseas ideas • A feeling of greater security… I‟ve avoided this potentially risky venture • Far more certainty about what I‟m dong day to day • Easy life… less stress and demands placed on me and my time 76
  77. 77. Change Management January 2013 Getting leverage Ask PAIN-inducing questions Get them to picture what this may look like 01 03 Ask PLEASURE - associating questions Get them to picture what this may look like 04 05 Complete the pleasure pain matrix physically or mentally?01 77
  78. 78. Change Management January 2013 Exercise: Complete the matrix for one of your staff 1. Consider one of the people you wish to better engage 2. Complete the pain pleasure matrix as you think they may see it. 3. Explain this to the person you have partnered. 4. Role play the conversation where you will be bringing them up to pain threshold by asking PAIN - inducing questions (plus imagery) and PLEASURE – inducing questions (plus imagery) 78
  79. 79. Change Management January 2013 What will you do differently as a result of this session? Start doing Stop doing Do more Do less 79
  80. 80. Change Management January 201380
  81. 81. Change Management January 201381

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