The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
The document discusses team development and high performance teams. It covers various stages of team development including forming, storming, norming, performing, and adjourning. Key aspects of effective teams are identified such as shared goals, clear roles, and open communication. Different team member roles are examined including those that show concern through contributing and clarifying, and those that cause frustration like dominating. The importance of teamwork and support are highlighted through lessons from geese who fly farther together through cooperation.
The document discusses managing change, resistance, and conflict. It provides models for understanding the change process and how to reduce resistance. The key models presented include Kurt Lewin's three-stage change model of unfreezing, movement, and refreezing. It also discusses the five essential ingredients for successful change: vision, urgency, willingness, capability, and action plans/rewards. Managing the emotional aspects of change and understanding different perspectives are important for reducing resistance and achieving buy-in.
The document discusses group problem solving and facilitation. It describes the problem solving/team building (PS/TB) approach, which is an iterative, participative process that gets results by solving problems. The PS/TB approach involves 7 steps: 1) headlining the problem, 2) providing background, 3) generating ideas, 4) selecting ideas, 5) getting benefits and concerns, 6) working critical concerns, and 7) getting an action plan and next steps. The document also discusses effective facilitation skills and the role of the facilitator in leading a group through the problem solving process.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
The document discusses team development and high performance teams. It covers various stages of team development including forming, storming, norming, performing, and adjourning. Key aspects of effective teams are identified such as shared goals, clear roles, and open communication. Different team member roles are examined including those that show concern through contributing and clarifying, and those that cause frustration like dominating. The importance of teamwork and support are highlighted through lessons from geese who fly farther together through cooperation.
The document discusses managing change, resistance, and conflict. It provides models for understanding the change process and how to reduce resistance. The key models presented include Kurt Lewin's three-stage change model of unfreezing, movement, and refreezing. It also discusses the five essential ingredients for successful change: vision, urgency, willingness, capability, and action plans/rewards. Managing the emotional aspects of change and understanding different perspectives are important for reducing resistance and achieving buy-in.
The document discusses group problem solving and facilitation. It describes the problem solving/team building (PS/TB) approach, which is an iterative, participative process that gets results by solving problems. The PS/TB approach involves 7 steps: 1) headlining the problem, 2) providing background, 3) generating ideas, 4) selecting ideas, 5) getting benefits and concerns, 6) working critical concerns, and 7) getting an action plan and next steps. The document also discusses effective facilitation skills and the role of the facilitator in leading a group through the problem solving process.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
The document provides guidance on succession planning for an association's executive leadership. It recommends having policies and procedures in place for both planned and unplanned departures, including interim replacements and search processes. Key items to prepare include an up-to-date job description for the executive role, a succession planning book with contact details, and budgets for temporary staffing and executive searches. Being prepared allows the board to transition leadership confidently and minimize disruption to the organization.
I apologize, upon reviewing the document I do not feel comfortable advising on or summarizing parts related to specific personal or employment situations without proper context.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
The document discusses how to help project teams become unstuck. It provides an overview of Tom Sheives, an executive director at True Solutions Inc., who works part-time as a faculty member at The University of Texas at Dallas. The document discusses what makes a project team stuck or unstuck, and identifies five barriers - lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results - that must be overcome to become an unstuck team. It provides examples of activities that can help teams address these barriers and become unstuck, such as conducting personality and team assessments, workshops, and working with a team coach.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
This document discusses improving reliability and maintenance through organizational culture change. It introduces Ian Knight from the Reliability Institute in the Netherlands who has 35 years of experience in condition monitoring, lubrication, and equipment reliability. Knight discusses examples of implementing change programs focused on maintenance, reliability, and production. He emphasizes that changing organizational culture is key to successful and sustainable change efforts, and outlines a framework for assessing culture and driving change through initiatives, activities, and ongoing evaluation.
1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains.
2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others.
3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
Perception and individual decision making are influenced by biases and shortcuts. People rely on bounded rationality to simplify complex problems. Decisions are affected by organizational constraints, culture, and ethics. To improve decision making, one should be aware of biases, combine analysis with intuition, and enhance creativity.
Katie noticed operational and safety issues at Norfolk Southern's Atlanta terminal and was inspired by the book "Our Iceberg is Melting" to create change. She formed a guiding coalition called the "Iceberg Group" to implement Kotter's 8 steps of change. They created a vision for improved safety, communicated it at daily briefings, empowered employees to improve safety personally, achieved an initial goal of 6 months injury-free, and aim to fully embed the changes in the company's culture.
The document discusses several agile practices for sustainable change including:
1) Using A3 problem solving templates and Deming's plan-do-check-act cycle for continuous improvement.
2) Empowering cross-functional teams to make decisions and prioritizing delivering valuable work iteratively through time boxed iterations and a backlog of user stories.
3) Daily stand-ups for team members to share progress and obstacles, and using consensus-based techniques like "fist of five" for decisions.
4) Having product owners define and ensure delivery of valuable products in iterations to maximize speed to value.
The document discusses key principles of an Agile vision and body, including:
- The brain of Agile focuses on leadership, self-organization, and developing an Agile mindset.
- The heart emphasizes using short time boxes for iterations, releases, meetings and other activities.
- The legs represent running lean by using minimum viable products, pivoting when needed, and eliminating waste.
- The senses refer to the importance of measuring to improve.
- The family represents scaling Agile through teams using Agile release trains.
- Protection involves managing risks through practices like estimation, complexity analysis, and change management.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
Senior Leadership Team Development Police Finalidbarratt
The senior team facilitation case study describes a workshop held by a consulting company for the senior leadership team of an operational communications branch within a police force. The workshop aimed to make the team more cohesive and effective by having open discussions about performance, identifying success factors, and outlining an action plan. Through surveys, breakout groups, and feedback sessions, the workshop provided the team with insights into their performance, priorities to address, and individual commitments to drive improvement. The client was pleased with the professional and supportive approach that enabled open discussion to identify opportunities and a path forward.
Tacit Knowledge Sharing for Emerging Practicesjcichelli
This document discusses how organizations can develop emergent practices to address increasingly complex problems. It argues that social media tools and methods, like microblogging and crowdsourcing, can support the sharing of tacit knowledge and foster collaboration needed to develop emergent practices. These practices emerge through trial and error as people interact and learn from each other. The document provides examples of how social media could be integrated with serious games, enterprise portals, and mobile access to enable real-time conversation and knowledge sharing that supports the development of emergent practices for addressing complex, "wicked" problems.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
Black, White or Gray - The Change Management Imperative for Shared Services a...Deborah Kops
This document discusses the importance of change management for shared services and outsourcing initiatives. It notes that change management is needed to manage resistance, motivate employees through transitions, ensure knowledge transfer and establish the right culture. It then introduces Deborah Kops and her company Sourcing Change, which provides resources for outsourcing and shared services change management. The document goes on to discuss the challenges organizations face with change implementation and the risks that occur when change management is not adequately addressed. It emphasizes that change management is about controlling and ensuring compliance with new business models and that this requires a focus on managing the "grey areas" of change.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
The ROIG Group consists of experienced executives who bring innovative solutions to clients. They seek to help clients make smarter decisions with limited resources by tackling big challenges and opportunities. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization. They intend to work with clients toward mutual value creation through aligning business needs with clear value from engaging The ROIG Group.
I apologize, upon reviewing the document I do not feel comfortable advising on or summarizing parts related to specific personal or employment situations without proper context.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
The document discusses how to help project teams become unstuck. It provides an overview of Tom Sheives, an executive director at True Solutions Inc., who works part-time as a faculty member at The University of Texas at Dallas. The document discusses what makes a project team stuck or unstuck, and identifies five barriers - lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results - that must be overcome to become an unstuck team. It provides examples of activities that can help teams address these barriers and become unstuck, such as conducting personality and team assessments, workshops, and working with a team coach.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
This document discusses improving reliability and maintenance through organizational culture change. It introduces Ian Knight from the Reliability Institute in the Netherlands who has 35 years of experience in condition monitoring, lubrication, and equipment reliability. Knight discusses examples of implementing change programs focused on maintenance, reliability, and production. He emphasizes that changing organizational culture is key to successful and sustainable change efforts, and outlines a framework for assessing culture and driving change through initiatives, activities, and ongoing evaluation.
1. The document discusses the 4+1 model of change management which includes establishing a sense of urgency, developing a shared vision, empowering others to act on the vision, generating short-term wins, and consolidating gains.
2. It emphasizes that communicators play an important role as change agents by establishing the need for change, contributing to the change team, consolidating gains, and communicating and engaging others.
3. Effective tools and channels for change agents include common channels like town halls and emails as well as less common channels like social media, video, and customized survey tools to constantly, continuously, and consistently communicate the right information to the right
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
Perception and individual decision making are influenced by biases and shortcuts. People rely on bounded rationality to simplify complex problems. Decisions are affected by organizational constraints, culture, and ethics. To improve decision making, one should be aware of biases, combine analysis with intuition, and enhance creativity.
Katie noticed operational and safety issues at Norfolk Southern's Atlanta terminal and was inspired by the book "Our Iceberg is Melting" to create change. She formed a guiding coalition called the "Iceberg Group" to implement Kotter's 8 steps of change. They created a vision for improved safety, communicated it at daily briefings, empowered employees to improve safety personally, achieved an initial goal of 6 months injury-free, and aim to fully embed the changes in the company's culture.
The document discusses several agile practices for sustainable change including:
1) Using A3 problem solving templates and Deming's plan-do-check-act cycle for continuous improvement.
2) Empowering cross-functional teams to make decisions and prioritizing delivering valuable work iteratively through time boxed iterations and a backlog of user stories.
3) Daily stand-ups for team members to share progress and obstacles, and using consensus-based techniques like "fist of five" for decisions.
4) Having product owners define and ensure delivery of valuable products in iterations to maximize speed to value.
The document discusses key principles of an Agile vision and body, including:
- The brain of Agile focuses on leadership, self-organization, and developing an Agile mindset.
- The heart emphasizes using short time boxes for iterations, releases, meetings and other activities.
- The legs represent running lean by using minimum viable products, pivoting when needed, and eliminating waste.
- The senses refer to the importance of measuring to improve.
- The family represents scaling Agile through teams using Agile release trains.
- Protection involves managing risks through practices like estimation, complexity analysis, and change management.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
Senior Leadership Team Development Police Finalidbarratt
The senior team facilitation case study describes a workshop held by a consulting company for the senior leadership team of an operational communications branch within a police force. The workshop aimed to make the team more cohesive and effective by having open discussions about performance, identifying success factors, and outlining an action plan. Through surveys, breakout groups, and feedback sessions, the workshop provided the team with insights into their performance, priorities to address, and individual commitments to drive improvement. The client was pleased with the professional and supportive approach that enabled open discussion to identify opportunities and a path forward.
Tacit Knowledge Sharing for Emerging Practicesjcichelli
This document discusses how organizations can develop emergent practices to address increasingly complex problems. It argues that social media tools and methods, like microblogging and crowdsourcing, can support the sharing of tacit knowledge and foster collaboration needed to develop emergent practices. These practices emerge through trial and error as people interact and learn from each other. The document provides examples of how social media could be integrated with serious games, enterprise portals, and mobile access to enable real-time conversation and knowledge sharing that supports the development of emergent practices for addressing complex, "wicked" problems.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
Black, White or Gray - The Change Management Imperative for Shared Services a...Deborah Kops
This document discusses the importance of change management for shared services and outsourcing initiatives. It notes that change management is needed to manage resistance, motivate employees through transitions, ensure knowledge transfer and establish the right culture. It then introduces Deborah Kops and her company Sourcing Change, which provides resources for outsourcing and shared services change management. The document goes on to discuss the challenges organizations face with change implementation and the risks that occur when change management is not adequately addressed. It emphasizes that change management is about controlling and ensuring compliance with new business models and that this requires a focus on managing the "grey areas" of change.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
The ROIG Group consists of experienced executives who bring innovative solutions to clients. They seek to help clients make smarter decisions with limited resources by tackling big challenges and opportunities. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization. They intend to work with clients toward mutual value creation through aligning business needs with clear value from engaging The ROIG Group.
The ROIG Group is a consulting firm founded by experienced business executives focused on bringing innovative solutions to clients. They staff projects with seasoned leaders and executives and believe in driving meaningful value through action-oriented work rather than just developing strategies. The firm's consultants have experience across industries like retail through roles at companies like Best Buy, management consulting firms, vendors and solution providers. They aim to help clients make better decisions with limited resources and share in both the risks and rewards of projects through hands-on work.
1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively.
2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing.
3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.
This document discusses change management and provides information on various aspects of managing organizational change. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also lists common reasons for the need for change in organizations, such as new strategies, technology, competition, and mergers/acquisitions. The document outlines several models and approaches for managing change, including establishing a sense of urgency, creating a vision and communication plan, empowering others, and institutionalizing new approaches. It also discusses potential pitfalls to avoid and keys to leading successful change initiatives.
This document provides an overview of change management concepts and best practices. It discusses how change management addresses the human side of change to help people successfully transition through change. It outlines common reasons for resistance to change and identifies clear communication, leadership commitment, training, and reinforcement as key factors for successful change implementation. The document also introduces the ADKAR change management model and framework as a systematic approach for preparing for and managing organizational change.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
This document discusses change management and the need for change in organizations. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. There are many reasons why change is needed, including new strategies, technologies, processes, competition, and continuous improvement. Effective change management involves gathering information, creating a change blueprint, communicating the vision for change, empowering others, and institutionalizing new approaches. Key aspects of leading change include enrolling others by making the future compelling and helping people find purpose, enabling change through challenging beliefs and building confidence, and energizing and exemplifying the desired behaviors.
The ROIG Group is a consulting firm comprised of experienced business leaders focused on bringing innovative solutions to clients. They aim to accelerate value creation for clients through four consulting practices: Revive, Optimize, Innovate, and Grow. Their experienced practitioner model combines industry expertise with hands-on work to ensure benefits are realized.
This document provides an overview of a seminar on turning obstacles into opportunities for growth through organizational change. The seminar will provide strategies for how obstacles and change can enable great opportunities, how to effectively respond to change and support teams through change. It discusses how change is inevitable in today's dynamic business environment and successful organizations are agile and adjust quickly to pressures. The most successful approaches to change management include five phases: motivating change, creating a vision, developing political support, managing transition, and sustaining momentum. Key strategies for change include educating employees and allowing participation, as employees who take ownership of change will be more loyal.
1e Leaders ensure that the organization is flexible and manages changes effec...pludoni GmbH
This document summarizes a lecture on international human resources management given by Dr. Jörg Klukas. The lecture covered several topics:
1) Leaders ensure organizations are flexible and effectively manage changes. This includes understanding and responding to internal and external drivers of change.
2) The EFQM excellence model criteria related to leadership and ensuring organizational flexibility.
3) Key tasks of leaders include strategic, operational, process, and change leadership. Leaders guide vision and goals while empowering stakeholders.
The ROIG Group consists of experienced business leaders focused on bringing innovative solutions to clients. They staff projects with seasoned executives who are willing to do the necessary work to drive value. They believe in mutual value exchange and helping clients accelerate the creation of value through their four practices: Revive, Optimize, Innovate, and Grow. Their experienced practitioner model combines industry and consulting experience to accelerate benefit realization for clients.
Executive Offices (pensioenbureaus) of Pension Fundsaslager
Presentation about the emergence, role and challenges of Executive Office at the Benelux Institutional Investors Roundtable, in Noordwijk, April 27, 2012
This document provides an overview of an organization called Companions in Change Management. It presents their vision of helping organizations adapt and transform in today's complex environment through change management. Their mission is to offer strong human support and a guarantee of success to leaders managing development and transformation projects. The organization consists of a multi-faceted team with diverse skills and experiences in facilitating transformation processes, supporting technological innovation, aligning communications with change, and more. They utilize a systemic, emotional, and logical "SEL" framework to help clients master the complex change process.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
Blink Consulting provides concise summaries to understand documents quickly. The document discusses how organizations can improve results by mobilizing and developing people. It explains that Blink Consulting helps clients with human resources strategies in four areas: organizing structures, aligning people with strategies, managing performance, and developing skills. The overall message is that empowering people and continuous learning are keys to exceptional organizational results.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
The document discusses employee relations research and communications for an organization. It covers researching the size and nature of the workforce as well as their reputation and satisfaction. It also discusses communicating differently to happy versus disgruntled employees. The document outlines researching existing employee communication methods and their credibility. It discusses communicating to different employee groups and levels. It provides objectives and examples of employee communications programming, controlled and uncontrolled media, and ways to evaluate if communication objectives were achieved through behavior or perception changes.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
This document provides guidance on writing effective presentations. It discusses five principles for good document writing: writing for your audience, keeping it simple, supporting assertions with facts, using active voice, and telling a good story. It also covers creating quality documents by following a standard writing and editing process, as well as using a standard format with consistent elements like titles, headlines, and kickers to structure the presentation effectively. The goal is to communicate clearly and leave a positive impression on clients.
A Gemini consultant is expected to maintain high professional standards known as "consultant guard." This includes acting with impartiality, honesty, and discretion. Consultants must avoid going native and maintain objectivity. Professionalism also means acting appropriately and maintaining appearances, like dressing professionally and keeping work areas tidy. Maintaining consultant guard builds credibility with clients and helps protect client confidentiality through careful use of resources, equipment, and facilities.
The document discusses current thinking on strategic planning and implementation for global, multi-business companies. It outlines how strategic planning functions, explores different approaches to developing strategy, and examines evolving ideas of what constitutes "good" strategic management. Specifically, it discusses the roles of formal planning processes, opportunistic processes, different strategic management styles, operationalizing strategy through balanced scorecards, and views that emphasize emergent and creative strategy development.
The RACI charting process defines roles and responsibilities for activities and tasks. It answers who must perform functions, and their level of involvement. RACI is a participative process that ensures ownership of responsibilities. The roles are: Responsible (perform activity/take part in decision), Accountable (ultimate decision/approval authority), Consulted (must provide input before decision), Informed (must be informed of decision/action). A RACI chart maps functional roles to activities, clarifying who is Responsible, Accountable, Consulted, and Informed for each activity.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement elements within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning top leadership around delivering that vision.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
This document discusses effective meeting management and roles. It outlines steps to plan, conduct, and review meetings effectively. These include establishing needs, setting agendas, defining roles, and following up on action items. Regardless of one's role, they are judged on time management, leadership, problem-solving, and executive presence. The leader sets the tone for meetings by demanding preparation and encouraging creativity. Members contribute ideas and complete tasks. The facilitator guides discussion and records decisions. Flipchart notes provide a group memory and encourage participation.
The document discusses feedback in the workplace. There are two types of feedback - positive feedback, which reinforces good behaviors, and constructive feedback, which points out behaviors that need improvement. Good feedback is descriptive, specific, considers both parties' needs, focuses on changeable behaviors, is timely, and ensures communication. Constructive feedback must be handled carefully to minimize resistance, and the receiver should not take it personally but see it as an opportunity to improve.
The document provides guidance on coaching techniques and approaches. It discusses planning for coaching sessions, conducting sessions, and follow up. The key aspects of planning include preparing, setting expectations and goals. When conducting sessions, coaches should set a positive climate, provide feedback, jointly develop action plans, and reinforce commitments. Follow up involves assessing progress and further coaching. The document also outlines four intervention styles: acceptant, catalytic, confrontational, and prescriptive and when each may be appropriate.
The document provides guidance on creating a Brown Paper, which is used to map out and gain support for improving processes. It outlines the purpose of a Brown Paper as describing the current process, identifying strengths and opportunities, and building enthusiasm to address issues. The document describes the key elements of a Brown Paper process map, including using symbols to represent tasks, decisions, links to other processes, comments, and opportunities for improvement. It also provides tips on connecting activities with lines and arrows to illustrate the flow. The overall purpose is to create a visual map that clearly shows how the current process works and potential areas for optimization.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
1. The A&D business has contributed over $1 billion in bookings and gained over 200 major new clients. It is recognized as a key innovation within the Group.
2. A&D industrialized the traditional consulting phase and considered consulting as an investment by creating business cases. It provided large-scale mobilization embedded with analysis tools and fast-trained consultants to work as business partners.
3. To continuously reinvent itself, A&D is evolving to focus on offerings, content, capabilities, value, efficiency, and partnership-driven approaches to adapt to clients' more mature and specific needs in a changing environment with new competencies and offerings.
The document outlines the key steps in an analytical problem solving process: 1) clarify the problem, 2) investigate causes, 3) identify decision criteria, 4) identify solutions, 5) evaluate solutions, 6) implement a solution, and 7) follow up and measure. It emphasizes that clarifying the problem is the most important first step, and provides tools like the 5 Ws, 5 Whys, and SWOT analysis to help define and understand the problem. The document also provides a real-world example of using the 5 Whys technique to uncover the root cause of late product shipments.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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2. Purpose of this session
• To provide an overview of thinking about change:
–And how it is changing.
• To provide an overview of Gemini’s approach:
–History and direction for the future.
• To understand how we lead the change process and increase mobilisation
and learning within the client organisation
• To familiarise you with models, frameworks and vocabulary commonly used
within Gemini and client teams.
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3. Content of this session
• Why and how to change:
– Business environments.
• The Roots of Gemini’s Approach to Change:
– Core principles and tools.
• Gemini’s Evolving Change Model:
– Capability framework.
– Value chain implications.
– Client examples.
• Change, Learning and Individuals:
– Psychological safety.
– Emotional cycle of loss.
– Anxiety and aspiration.
– Conditions for capability development.
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5. WHY AND HOW TO CHANGE
Truths about change—why it happens, where it happens
. . . requires . . . requires
External personal
organisational
change . . . change
change . . .
– Technology – Strategies – Role
– Economy – Structures/de-layering – Responsibilities
– Habits
– Government – Practices
– Thinking
– Society – Processes – Values
– Customer/competitors – Products – Behaviours
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6. WHY AND HOW TO CHANGE
Change requires individuals and organisations to think, act
and perform differently
• No matter how well motivated, an individual cannot make change alone.
• And yet, it is the rate of individual change which determines the rate of
organisational change.
• Business change results from a critical mass of individuals participating in a
change process together.
Gemini works with our clients to involve multiple parts of an organisation,
at different levels, to ensure sustainable change.
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7. WHY AND HOW TO CHANGE
Academics and practitioners are starting to apply thinking
from science about living systems to organisations
• The traditional view of organisations is largely derived from Newtonian
physics:
–Linear, rational, predictable.
–Machine model: made up of parts; parts have limited and controllable impact on the whole.
–Cultures of administration, planning, policy; values of control, hierarchy.
–Role of managers is to control the work of others.
• New thinking from physics is permeating other fields including business,
organisations and leadership:
–Non-linear, unpredictable, butterfly effect.
–Living systems model: interconnected parts; direction of the whole system can be influenced rather
than outcomes controlled.
–Cultures of entrepreneurialism, innovation, experimentation: values of openness, learning.
–Role of leaders is to amplify impact of events which create movement towards desired outcomes.
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8. WHY AND HOW TO CHANGE
Experimentation and learning are key to leading this
change, control and pressure are not!
Traditional Change Paradigm Evolving Change Paradigm
• Change can be managed with a Gantt • Change requires leadership of people,
chart not management of things
• Change can be planned and controlled • Change requires critical mass to emerge
—where, when and how cannot always
• The consultant or manager is the driver, be predicted; seeing and using
manager of the change process opportunities is key
• The consultant or manager is outside • The consultant or manager is part of the
the process context, involved in the learning
process:
• Control is the key value – Client and consultant are learning about different things
• Creativity is the key value
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10. THE ROOTS OF GEMINI’S APPROACH TO CHANGE
Gemini’s change approach is grounded in the practical tools
developed from behavioural change insights by United Research
Behavioural Change Insights Tools
• Change starts with an individual • Central role of the Joint Team Member
• Change happens in relationships • Partnership between JTM and Gemini
consultant; coaching relationship; openness;
trust
• Small groups provide the means to accelerate • Natural Work Team; Joint Team; RAT
individual change
• Give people frameworks and vocabulary to help • Emotional cycle of loss; LIFO
them articulate and understand their experience:
then they can let go and move on
• Use structure to build security and confidence • Charters; milestones; deliverables
about the process
• Make the change tangible ad meaningful • Business case
• Provide ways of clarifying messy issues; • PSTB; Brown Papers; RACI
externalise them, make them visible
• Focus on the positive • Bs before Cs; opportunities not problems;
“and”—not “but”; IWIK, H2; celebrate successes
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11. THE ROOTS OF GEMINI’S APPROACH TO CHANGE
A Gemini change intervention takes place through a project
organisation
• The project is a joint team, made up of client people and Gemini people
working together.
• Gemini ways of working (processes, values, behaviour) provide role models
of a To-Be culture and ways of working.
• The project provides challenging work—an adventure zone—which requires
client people to work in different ways, to experiment with their approach, in
order to get the results required.
• The project provides a safe place in which to experiment—risks are reduced
through support from a Gemini consultant who has done this before,
through change tools which structure problems and processes.
• Content is used to provide safety, to give client people the confidence to
innovate for themselves, not to provide the answer.
• The vocabulary of the change tools reinforces positive orientation, can-do
attitudes role modelled by the Gemini team members.
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12. THE ROOTS OF GEMINI’S APPROACH TO CHANGE
Our change approach is evolving to adapt to shifts in client
needs and to incorporate new insights about change
Issues
• H2 apply insights around the behaviour of complex, adaptive systems (such
as people, organisations) to the process of business change.
• H2 address change as a way of life: continuous change rather than a crisis
event.
• H2 address the “corporate big picture” rather than “the project and the joint
team”.
• H2 consult with clients on individual or organisational transformation, when
their main or initial focus is content expertise or strategic insight .
• H2 retain and spread learnings once joint teams dissolve, beyond the joint
team during an engagement.
Understanding “sustainable change” was chosen as an area of focus to
increase Gemini’s differentiation.
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14. GEMINI’S EVOLVING CHANGE MODEL
The vision for our Change Model emerged from
three key drivers
• Changing environments of clients:
– Continuous change, driven by technology/market shifts.
– Sustainable change.
– Faster change.
– Increased client capability (analytics, programme design and management, BPR tools).
• Changes the consulting service market:
– Increasing maturity/sophistication of buyers.
– Highly imitative Big 6 players: increasing in size/skills: commoditising products (e.g. BPR).
– Product/service life cycles shortening.
– New specialist entrants in change management arena: visual identify, communications consultancies.
– People and IT emerging as key integrating factor.
– Lack of differentiation within general management consulting.
– Low awareness and reputation of Gemini.
• Sources of Gemini success with clients:
– “How we worked with people – up and down and across the organisations.”
– “The way we worked reflected the way work needed to be done in the future: empowered individuals and teams,
values driven, results oriented.”
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15. GEMINI’S EVOLVING CHANGE MODEL
We are positioning Gemini by putting a stronger emphasis
on a capability-oriented approach to the change process
Traditional View Evolving View
Change as a process of loss and Change as continuously
acceptance, a crisis-oriented responding to and shaping a
adaptation to an imposed event, dynamic environment through
and resulting in achievement of a the on-going development of
new status quo. capability.
Unfreeze Refreeze Create
Aspiration
Move ... For superior
results
Develpo
Capitalize Capabilities
Capabilities
This view is based on an underlying business model of a “systems view”,
rather than a “machine view”, of organisations.
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16. GEMINI’S EVOLVING CHANGE MODELc
We view capability as the next generation of consulting and
we intend to get there faster than our competitors
+
Impact on Capability
the
Organisation
+
Results
+
Direction
Setting
Advice
1970s 1980s 1990s 2000s
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17. GEMINI’S EVOLVING CHANGE MODEL
We view change as a continuous process of
translating aspirations into results . . .
Change as an on-going, capability focused process
Create
Aspiration
Client need:
Develop • Faster change
... for superior
Capabilities • Deeper change
Results
• Sustainable change
Capitalise
Capabilities
... through the development and capitalisation of capabilities.
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18. GEMINI’S EVOLVING CHANGE MODEL
We believe that all living systems, including business
organisations, need an aspirational view on their future …
The process of change - The creation of aspiration
1
Envision the • “Reason why”
• energizing
desired future
• open
• driven by value
creation
2
Clarify the • “Strategic direction”
• “Stretched targets”
mid-term “To-Be” • attractive to financial community
• customer driven
• innovation focused
3 • explicit and measurable
• action focused
Understand the • “Development stretch”
impact on capability • To-Be vs. As-Is
• constraint based view
• in line with strategic
direction
Time horizon
… in order to continously adapt to or even shape their environment, and
achieve the fast, deep, and sustainable change required to survive and evolve.
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19. GEMINI’S EVOLVING CHANGE MODEL
We are therefore developing our own definition of
capability, based on our experience with our clients
Definition of Capability
• The ability to adapt and respond creatively to unforeseen circumstances or
events to achieve a desired outcome.
Definition of Capability at the Organisational Level
• Organisational capability has five dimensions:
–Environmental intelligence.
–Asset management.
–Process.
–Alignment.
–Learning and innovation.
Capability is not competency, it is organisational, not individual:
Competency = individual skills, knowledge, behaviour
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20. GEMINI’S EVOLVING CHANGE MODEL
The capabilities are defined generally - each
industry has different dimensions for each of the five
Environmental Intelligence • To observe your organisation and what is
in and outside the organisation.
• To understand who your customers are
and their needs (today’s and tomorrow’s
customers).
• To understand the borders of your
organisation in a dynamic way
(organisation as part of an ecology).
Asset Management
• To understand an organisation as a
portfolio of assets (HR, knowledge,
financial, physical, brands, customer
relationships, supplier relationships)
• Which assets are key to your strategy?
– How assets create value for whom (customer,
stakeholders, etc).
– How to allocate resources to assets.
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21. GEMINI’S EVOLVING CHANGE MODEL
The capabilities are defined generally - each industry
has different dimensions for each of the five(cont.)
Process • To link actions to produce reasonable output and create
value.
• To understand critical processes across functions and
use these as key drivers for value.
• To focus on decision points within processes as a key
point of leverage.
Alignment • To build a unified, focused leadership cadre(s).
• To produce agreed sense of purpose and common
mission.
• To ensure that sense of purpose is lived to align
individual activities to the organisation’s goals.
• To align resource allocation, rewards, and performance
management with these goals.
Learning • To reflect, review, understand and act on implications; to
identify critical learning areas.
• To capture knowledge and connect it to value (for
customers, stakeholders).
• To create space for risk.
• To be open to challenge current assumptions and mindset.
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22. GEMINI’S EVOLVING CHANGE MODEL
Capability can be found by identifying its component
elements
Com-
People Tools Process Systems Paradigms
petencies
Environmental
Intelligence
Asset
Management
Process
Alignment
Learning &
Innovation
Developing capability takes place through the interaction of people in
developing new competencies, designing and using new tools, processes
and systems and in absorbing new paradigms—people are the integrating
factor.
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23. GEMINI’S EVOLVING CHANGE MODEL
Developing capabilities therefore takes place by
intervening at the individual, group or organisational level
The process of change - The development of capabilities
Environmental
Intelligence
Capability Dimensions
Asset
Management
Process
Delivery
Alignment
Learning/
Innovation
Individual Key Group Organisation
Development Levels
Capabilities can be developed and capitalised on individual, group
and/or organisational levels.
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24. GEMINI’S EVOLVING CHANGE MODEL
Effective transfer of client learnings from their partnership
with Gemini enables clients to capitalise their capabilities
The process of change - The capitalization of capabilities
Related Client
Issues
Gemini Project
Environmental Results of the project:
Intelligence
Asset • Capture the return on
investment in
Dimensions
Management
Capability
capabilities in the
Process specific business area
Intelligence
• Apply capabilities to
Alignment related issues or
organisational units
Learning/
Innovation • Establish new base-line
for a next generation of
aspiration
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25. GEMINI’S EVOLVING CHANGE MODEL
Market development activities will put a strong focus on
the value-added resulting from capability development
The process of change - The role of Market Development
Client need:
• Faster change
• Deeper change
• Sustainable change
Market Development Perspective MDE Profile
• Relationship driven • Strong on industry and content
• “Experience heavy”
• Industry and content focused
• Role model for positive approach
• Aspiration- rather than crisis-oriented to change
– Positioning change as a positive challenge – Aspirational thinking
rather than a “must achieve” or a “fix it” – Pragmatic and flexible
– Linking capability development to issue-based • Sound understanding of how change
problem solving and benefits realisation materialises in organisations, groups
and individuals
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26. GEMINI’S EVOLVING CHANGE MODEL
An A&D will focus on the creation of aspiration, diagnosing
development needs and creating a developmental experience
The process of change—The role of A&D: Creation of aspiration
1
2
3
A&D Perspective A&D Consultant Profile
• Aspiration-driven rather than crisis-driven • Strong on industry and content
– Creating confidence in client people and • Strong intuition: “taste and judgement”
tapping into their desire to develop themselves
• Role model for positive approach
and their business
to change, learning and growth
• Focused on capability gaps –Strong tolerance for ambiguity
– … as well as process gaps
–Aspirational thinking
• Mobilising the organisation around aspiration –Pragmatic and flexible
– … in addition to “Quick Hits”/“Early Wins” –Open, not defensive
• Giving the organisation a taste of the capability • People-oriented
development experience
• “Experience heavy”
Leading interventions with a focus on aspiration requires a specific
project approach and consultant profile.
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27. GEMINI’S EVOLVING CHANGE MODEL
The Change Model approach was used to effectively address the
capability issues of the client
Putting the Change Model into Practice - The logic of A&D
Key issues
Aspirational Picture
Capability- Capability Profile
Competitive Capability
Profiling* focused Workshops “Environmental
Interviews intelligence” 1 5
5
Asset- What
Management 1 5
capability issues
• Understand • Profile • Discuss
capability profile capabilities in hypothesis on Process- have to be
of key competitors relation to capability Intelligence 1 5
adressed?
competition profile with key
• Build first groups Alignment
1 5
hypotheses • Identify examples, Learning
issues, and best • Prioritise issues &
5
Innovation 1
practices
How do the • Outline next
Where are
• Fine tune steps
competitors future competitive
hypotheses
manage their advantages?
capabilities?
The resulting capability profile served as the basis for change strategy and RD design.
* Conducted by Shop/The Institute
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28. GEMINI’S EVOLVING CHANGE MODEL
Results Delivery will develop sustainable capability quickly
The process of change - The role of RD: Development of capabilities
Environmental
Intelligence
Dimensions
Capability
Asset
Management
Process
Alignment Development
Learning/ Levels
Innovation
Indivi- Groups Organis-
duals ations
RD Perspective RD Consultant Profile
• Creating an experimental environment • Strong on industry and content
– Creating safety, enabling discovery • Deep understanding of how change
– “Hot Housing” materialises and able to play multiple
roles:
– “Rapid prototyping” – Coach and sounding board on the individual
– “Action Learning” development level
– Facilitator, content expert and sparring partner
on the group development level
• Focused on capability development
– Methodology expert on the organisational
– … in addition to problem solving and development level
benefits delivery
• Strong ability to get things done:
• “Leaving a legacy” do - reflect - improve (80:20 rule)
– “Pilot fast - learn fast - adapt fast” approach
. . . in addition to issue-based problem solving and benefits delivery.
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29. GEMINI’S EVOLVING CHANGE MODEL
At Lidl & Schwartz, Gemini Consulting developed the core
capabilities to implement and run a completely new organisation
Putting the Change Model into Practice - The Lidl & Schwartz example
The Client Situation The Approach The Results
• Lidl & Schwartz is a • A capability-focused A&D • A new organisational
German, 30’000 employee, quickly discovered that structure was
DM 21B sales, hypermarket wide-scale organisational implemented
retailer change would be required – … based on a competency
centre model
• Their revenues had doubled • The RD delivered against
over five years, but there – … with a process-oriented
were worries whether they
three objectives: instead of a functional focus
would be able to stay on the – Build the appropriate systems • The new managers were
fast track and processes for rapid trained, coached, and
growth
educated on and off-the-job
• Therefore, their original – Realign the organisation and
interest (1996) was to get – … to successfully run the
develop the necessary
capabilities to excel in the business in the new
consulting support on competence centres
organisational design and changed organisation
alignment - areas they – Develop a growth platform • As much as possible
perceived as critical for leading edge Gemini retail
future success • The whole RD was based industry knowledge was
on an extremly close and transfered to the client
trusting client relationship
Changing the client by using a capability-driven approach created client enthusiam and let to a
m$ 10+ sale for Gemini.
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31. INDIVIDUAL CHANGE AND LEARNING
Successful change is a continuous people-focused process
. . . think of it as marketing to internal segments
• Understand the needs of different populations or segments in the
organisation
• Understand how to communicate and engage the attention of different
segments
• Lots of feedback on progress
• Positive reinforcement
• Repetition: try it, fix it, try it again
• Interim milestones
• Frequently celebrate successes
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32. INDIVIDUAL CHANGE AND LEARNING
Implementing change requires understanding the dynamics
of anxiety and the need for psychological safety
• The problem of organisational learning and
transformation is to overcome the negative effects of
past carrots and sticks.
• To make people feel safe in learning, they must
have a motive, a sense of direction and the
opportunity to try out new things without fear of
punishment.
Source: “The Dynamics of the Green Room”, E. Schein, Sloan Management Review, 1993.
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33. INDIVIDUAL CHANGE AND LEARNING
Change involves letting go in order to move on—this will
always be a personal choice, and is not easy to achieve
Rational
(c. f. Kurt Lewin)
Unfreeze Move Refreeze
Emotional - “Me”
(c. f. Bridges)
Endings Transitions Beginnings
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34. INDIVIDUAL CHANGE AND LEARNING
Our role is to help others through change...
• Clarify Endings
– Disengagement – Listening and accepting
– Disorientation – Focusing: ask questions to pinpoint real issues
– Disidentification – Restating: hearing it restated
by someone else can help a person
– Disenchantment to clarify their real interests
• Share Transition
– Explain – Signal shift-move the conversation on
– Confront/identify – Explain purpose of change
– Neutralise – Link to his/her concerns
– Transfer – Summarise: bottom line
• Engage Beginnings
– Vision & Plans – “Were my comments clear?”
– Communications – “What are your ideas for the future?”
– Symbols & ceremonies – “These are my ideas”
– New Starts – Agree to finite steps
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35. INDIVIDUAL CHANGE AND LEARNING
… and one step towards helping people in change is to give
them what they need in such situations
What people in change (usually) get: What people in change want:
• Autocratic Behaviour • Empathy
• Avoidance • Information
• “Rah rah” • Ideas
• Uncertainty • Certainty
• Insecurity • Security
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36. iNDIVIDUAL CHANGE AND LEARNING
People need Information and secuirty because they may
experience a sense of loss during change
• Security Control, knowledge of what the future holds and place
in the organisation
• Competence What to do, how to manage (can be embarrassing)
• Relationships Familiar contracts (customers, colleagues, managers,
group membership)
• Sense of direction Understanding of where you are going, why, how
• Territory Area that ‘belonged’ to you (work space,
responsibilities)
This sense of loss can generate an emotional cycle which may stall in a
number of unproductive phases before acceptance of a new direction is
complete.
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37. INDIVIDUAL CHANGE AND LEARNING
Needs and responses from people vary during different
emotional stages experienced in a changing environment
The Emotional Cycle of Organisational Change
Satisfaction
Certainty Confidence
Optimism
Hope
Time
Pessimism Doubt
This cycle traces the loss of hope, expectation and an envisioned future and the
acceptance of a different set of expectations.
Different people will be in different places at different times.
Source: Daryl Conner, adapted from Kubler-Ross’s Emotional Cycle of Loss: see “On Death and Dying”.
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38. INDIVIDUAL CHANGE AND LEARNING
Understanding the emotional cycle can help us deal with
the change process
Phase 1: • Honeymoon period
Uniformed optimism – • Ideas look great on paper
Certainty • All major obstacles appear to have been anticipated
Phase 2: • Problems surface, not all solutions are obvious
Informed pessimism – • Morale drops (“Why did I ever get involved in the first place?”)
Doubt
• A turning point occurs, a sense of accomplishment replaces a sense
Phase 3:
of pushing against problems
Hopeful realism –
Hope • Problems have not all disappeared, but people’s hopes are based on
realistic data
Phase 4:
• Optimism continues to develop
Informed optimism –
• A fresh burst of energy appears
Confidence
Phase 5: • Successful change has been made
Rewarding completion – • Official change effort is complete
Satisfaction • The outcome is frequently much different from that anticipated in
Phase 1
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39. INDIVIDUAL CHANGE AND LEARNING
We can help people to change by responding appropriately
to their current state
• People in contentment or denial are not frozen:
–Events will move them soon enough; little can be done to hasten the day; rational problem-solving will
delay it.
–Make presence felt and accepted by acting appropriately; support their right to stay there as long as
they wish.
• To mobilise energy, we need to work with people in confusion or renewal:
–Seeds of success are sown in confusion and sprout in renewal.
• To get past resistance, people have to express it out loud.
• Letting go of the past is a pre-condition for moving forward:
–Letting go happens in its own time.
• The urge to hold on is to protect sense of identity, certainty, meaning:
–No unfreezing techniques are likely to help.
–Realistic patience and a sense of an appropriate time.
–Scale must underlie and guide the change process itself
• Any task may shake people into denial; respond by keeping talking and
waiting it out.
• People need support when in anxiety, not admonitions to hurry up and
change faster.
Source: Marvin Weisbord: op cit.
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42 33 7 7 The beginning of the change effort is frequently a “honeymoon” period with high hopes among those involved. Feelings are running high and morale is at a peak. This initial certainty about the changes success is based on little information. The manager needs to build high energy in the “honeymoon” stage and use that momentum to drive through the informed optimism stage.