The document summarizes a case study where a consulting firm was engaged to help a health organization achieve demanding business goals and transition to a for-profit model through cultural transformation. The consulting firm used its WOW! methodology to form cross-functional teams to address six strategic goals. Through cultural assessment, team-building activities, and rapid prototyping approaches, the teams helped increase annual operating income by $54 million, improve customer satisfaction scores, and transition the organization to a more collaborative culture. The dramatic results demonstrated how cultural transformation can enable organizations to achieve ambitious business objectives.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Dan Norris WordCamp Sydney - How to build a scalable WordPress business in 1 ...Dan Norris
Dan Norris's presentation from WordCamp Sydney on how to build a scalable WordPress business in 1 week.
Visit http://wpcurve.com/7daystartup for a copy of the 7 Day Startup book.
Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization.
In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful.
Format: Presentation
Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
An Executive Insider's Guide to Enterprise Agile TransformationScott Richardson
Gain insights and learn real-world strategies and techniques for leading an enterprise or divisional Agile transformation as an executive or senior leader of a large organization.
Dan Norris WordCamp Sydney - How to build a scalable WordPress business in 1 ...Dan Norris
Dan Norris's presentation from WordCamp Sydney on how to build a scalable WordPress business in 1 week.
Visit http://wpcurve.com/7daystartup for a copy of the 7 Day Startup book.
Bisnis Pulsa dan Intelijen Maya TermurahRoko Subagya
Bisnis Pulsa dan Intelijen Maya Termurah ini ialah asli hasil karya anak bangsa Indonesia. Dibandingkan dengan perusahaan-perusahaan lainnya yang bergerak pada bidang pemulsaan dan intelijensia dunia maya, perusahaan ini memiliki banyak keunggulan. Kalaupun keunggulan itu ialah sama, maka apakah kita harus lebih memilih produk-produk luar negeri?. Jangan ragu, untuk ikut berbisnis melalui jalur hebat ini, ini bukanlah penipuan
Change Converstion Seminar presented by Being HumanProsci ANZ
When change becomes BAU - strategies for success
- Why change is the new BAU
- The upside and downside of being in this environment
- Strategies for success
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Give the Power Back: Unleashing Creativity, Drive, and InnovationAtlassian
Inspired by a talk at Atlassian Summit 2015, No-IP decided it was time to empower every employee to create, drive, and innovate by overhauling their product development process. To do this, they scaled cross-functional teams and integrated Atlassian Playbook concepts like Project Posters, Demo Trusts, and Health Monitors, ultimately creating a culture where feedback is welcomed – and even desired – early in the development process.
This talk will dive into the cultural need for implementing processes like these, the challenges and triumphs of org adoption, and the measurable benefits of successfully rolling out these concepts. Attendees will leave armed with the steps necessary to achieve a development culture like No-IP's, where self-management, self-regulation, and ownership trumps a top-down approach.
Products covered:
JIRA Software, Confluence, HipChat
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Producing Breakthrough Business Results with an Enagaged Workforce
1. Mark Kamin & Associates Page ! of !1 6
Mark Kamin & Associates
Ilene Fischer
Partner, Large Client Practice
(603) 566-0299
Ilene@mka-world.com
Marcea Wolf-Carter
Partner, Large Client Practice
(704) 516-1986
m.wolf-carter@mka-world.com
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE
2. Mark Kamin & Associates Page ! of !2 6
EXECUTIVE SUMMARY
Business Challenge
After a national health benefits organization acquired a 900-person non-profit in its field, its Vice President and
General Manager was given twelve months to achieve three demanding goals:
• increase operating income by $14 million annually
• transition the non-profit to a for-profit business and cultural integration
• increase Great Place to Work (GPTW) scores from 50 to 66
Kamin Engaged
Kamin was engaged to drive an extensive cultural transformation and produce extraordinary business results
using WOW! Breakthrough projects methodology.
Results
The organizations were successfully integrated and transitioned to breakthrough levels of profitability.
Operating income increased by $54 million
Summary
Dramatic improvements like these require cultural transformation in most organizations. Achieving demanding
goals requires overcoming business-as-usual attitudes, risk aversion, inadequate infrastructure and a process-
oriented cultures.
When organizational change is pursued in service to aggressive business goals rather that for its own sake,
cultural transformation can lead to breakthrough performance as described in this white paper.
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE
3. Mark Kamin & Associates Page ! of !3 6
THE PROCESS
Overview
This Kamin engagement followed these four phases:
• Cultural assessment
• Formulation of leadership team, oversight team and ignition team
• Strategy formation
• Strategy implementation, teams producing results using the WOW! Breakthrough Process
Cultural Assessment
Kamin conducted a “Readiness for Change Assessment” to gauge the organizational culture and determine its
readiness for change, focusing on the barriers and catalysts for change.
The assessment identified the following barriers:
• A hierarchical structure with isolated functions
• A polite culture, where people were afraid to hold each other accountable
• A “fire-fighting” mentality, where quick fixes produced unintended consequences elsewhere in the
organization
• A poor sense of work prioritization
• Inadequate communication processes, resulting in an insufficiently informed workforce
• A pattern of unfinished initiatives and projects with no official closure
• A culture characterized by “activity” rather than coordinated action, by process rather than results
• An “internal focus” in which the customer experience was not always considered and customer
service was inconsistent
• Low morale among associates
The assessment identified the following catalysts:
• Senior leadership was committed to—and had begun to lead—the change initiative
• Managers and associates, though apprehensive about the future, were open and ready for
change
• There was participation in the change initiative by employees at every level of the organization
• There was a business imperative for change, with specific, measurable, organizational goals
driving the initiative
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE
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Formulation of Leadership, Oversight and Ignition Teams
The new leadership team was formulated, as well as the oversight and ignition team.
The role of the Leadership team was to manage the business with the new GM, meeting every two weeks for two
hours to view and weigh in on the challenges, direction and success of the business.
The role of the Oversight team was to act as steering committee for the overall change initiative to help steer and
give feedback to the process. They determined who should be on the WOW! Breakthrough Project teams and
they provided feedback on the direction and output of the WOW! Breakthrough Project teams. The Oversight team
met every month with the WOW! Breakthrough Project team leaders and were updated on the teams progress.
The Oversight Team consisted of the General Manager, four senior managers, and two Kamin consultants
The purpose of the the Ignition team was to ignite a quick, timely flow of information about the WOW!
Breakthrough Initiative throughout the organization. Teams addressed front-line workers through existing All-
Associate meetings. They “shook things up” in meetings, making them festive occasions that employees didn’t
want to miss. WOW! Breakthrough Project teams put on outrageous skits, on one occasion dressing the VP in
prison garb to convey the need to break the rules and work creatively.
Strategy Formulation
The Leadership team met for a two-day offsite to determine the six strategic business goals and to align to those
goals.
Strategy Implementation—WOW! Breakthrough Initiative
In partnership with the organization’s management team, Kamin conducted a WOW! Breakthrough Project
Initiative to achieve six aggressive, strategic business goals while transforming the culture to one that was
consistent with the for-profit company. Each of the six goals was addressed by a dedicated cross-functional
WOW! Breakthrough Project team.
The WOW! Breakthrough Project Initiative entailed an integrated set of interviews, meetings, and WOW!
Breakthrough Project workshops facilitated by Kamin consultants. Teams and their members received regular
coaching. An Oversight Team consisting of the General Manager, four senior managers, and two Kamin
consultants provided direction and guidance.
The WOW! Breakthrough Project Initiative process included:
• Reframing the purpose of each WOW! Breakthrough Project Team to assure high impact results.
For example, the team charged with improving community relations redefined its goal to
“becoming a leader in the local healthcare community.” The team wanted to accomplish goals
that people would talk about for years to come.
• Using “rapid prototyping” to obtain quick input from various constituencies. Teams applied the
technique to everything from new work processes to an invitation to the Healthcare Forum, that
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE
5. Mark Kamin & Associates Page ! of !5 6
the community relations team piloted. The process prompted participants to “think innovatively /
outside the box” and work iteratively and collaboratively.
• Coaching WOW! Breakthrough Project teams to address both the “tangibles”—systems,
structures, metrics—and the “intangibles”—passion, creativity, design. The Service Quality team,
for instance, brought about critical changes in quality measures and audits while producing fun
events to focus attention on quality goals.
• Celebrating successes—large and small. Rather than waiting for the final achievement of a goal,
teams celebrated the completion of phases and the attainment of milestones. This provided
acknowledgement and accelerated team building. Celebrations were as simple as free coffee and
doughnuts and as elaborate as a marching band parading through the building to mark the
attainment of a profitability target.
• Designing project handoffs and turnovers. To avoid a collapse or loss of momentum, Kamin
consultants planned their exit by establishing appropriate support structures for the teams. They
orchestrated hand-offs to the managers who would take over as coaches, after receiving
coaching training from Kamin consultants.
Additional Results
Kamin’s WOW! Breakthrough Projects had a profound, qualitative impact on the organizational culture, improving
associates’ collective ability to think and act “outside the box.” Creative, exuberant associates produced inspired
results. WOW! Breakthrough Projects broke down barriers in the organization, stimulated rapid prototyping and
fast feedback, increased goal awareness, and allowed natural leaders to emerge from the front lines of the
workforce.
Challenge Goal Results
Cost of quality care Reduce annual increase of 18% Reduced increase to 10.5%
(saving $12 million)
Service quality A “member touch point” quality rating
of 96 out of 100 (in 12 months)
97 out of 100 (in 2 months)
Workplace satisfaction Improve from 50 to 66 out of 100 on
national Great Places to Work Survey
Scored 70
Community relations Become a leader in the local
healthcare community by launching
a successful Healthcare Forum
Launched a successful Healthcare
Forum attended by 300 community
members that is now ongoing
Project management and
workflow prioritization
Create viable process for project
management and workflow
prioritization (in 12 months)
Built project management
“toolbox” (in 5 months)
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE
6. Mark Kamin & Associates Page ! of !6 6
Visitors often commented on the new “look and feel” of the work environment. Lobbies included colorful team
exhibits and a video monitor showing uproarious All-Associate meetings. The call center was filled with noisy
enthusiasm. “Theme lunches” in the cafeteria featured employees in costume. Frequent team celebrations of large
and small successes occurred throughout the facilities.
Summary
As a result of using the WOW! Breakthrough Project Initiative to meet the strategic business goals, associates have
learned to embrace accountability; operate from a team mindset; express their passion in their work; dazzle their
customers; and enable their organization to show a significant profit. WOW! Breakthrough Projects have helped
create a fast, focused, flexible, fun culture, consistent with the vision of the for-profit company.
Customers have been the ultimate beneficiaries of the WOW! Breakthrough Project initiative and have consistently
communicated that to the company.
QUOTES FROM ASSOCIATES AND STAKEHOLDERS
I never expected there would be such a cultural revolution in just 6 months. I’m really glad I didn’t
leave.
The WOW! methodology has affected everything we do and how we think. The very first thing I
think about in approaching my work is how to make it WOW!
It’s actually fun coming to work now. This would not have happened without WOW! teams.
It’s never an ordinary week at work. One day a high school marching band is parading through the
customer service center to celebrate a profitable year; another day a small plane is circling the
parking lot with a banner congratulating us for hitting a quality goal!
I often request a video of the All-Associates Meeting so I can entertain my family with the
outrageous skits of the WOW! teams and they can see for themselves what a fun place it is where
their Mom works.
As a customer I had problems for years with the customer service reps but that’s gone. I can tell
it’s a different company now.
PRODUCING BREAKTHROUGH BUSINESS RESULTS WITH AN ENGAGED WORKFORCE