Transparency, Accountability & Responibilty
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Looking forward to adopt the most proactive approach to management, these are some of the founding principles of Dalton Byrne's work.
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The document discusses change management and Solleva Group's approach. It provides an overview of Solleva Group's services, which include managing complex business transitions. Their approach uses both science and art - the science provides structure, while the art provides adaptability to deal with human factors. Their Architecture of Change framework integrates change management into projects using both technical and adaptive capabilities.
Change Management 2004
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
Brians Presn
The document introduces lean methodology and rapid improvement events, which are used to identify waste and inefficiencies in processes. Rapid improvement events involve assembling a team to map current processes, identify issues, and design and implement new processes over the course of a week to improve efficiency, quality, and service levels. The goals are to eliminate waste, reduce costs and stress, improve flow and make value visible to patients.
Total Rewards
The document discusses the present and future of total rewards structures and packages. It notes that the most common current structures are flexible and rationalized, while the evolved structure is only seen in some progressive companies. It states that total rewards must be aligned with business strategy and environment to attract, retain, and motivate employees. Looking ahead, it predicts that technology will enable more flexible work and careers, while loyalty will depend more on performance than tenure. Reward structures may differentiate more based on individual value and economic returns. The "ecosystem" of the organization, including culture, opportunities for growth, and flexibility, will become a bigger differentiator than compensation alone.
Lean practice an effort worthwhile
Lean practice is not a lightweight version of Six Sigma but it cannot exist without it. Understand that Lean Practice is complex in execution if success is to be achieved.
What is change management?
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change.
Effective change management for your business
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change. The most common change drivers include technological evolution, process reviews, crisis, and consumer habit changes; pressure from new business entrants, acquisitions, mergers, and organizational restructuring.
OCD chapter 2.pdf
This document discusses organizational change and strategies for change. It defines organizational change as occurring when companies introduce actions or systems to shift operations and reach new goals. The main targets of change are improving effectiveness at the human resources, functional resources, technological capabilities, and organizational capabilities levels. The document also discusses different types of change (evolutionary vs. revolutionary), reasons for resistance to change, stages of organizational transformation, and strategies for managing change such as directive, expert, negotiation, educative, and participative strategies.
Shift from occasional to relentless innovation
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
Jodie G
This document discusses the importance of innovation in healthcare and strategies for embedding an innovation culture. It notes that 1 in 2 Australians have a chronic health condition and mental illness is a major cause of disability. Innovation is key to improving health outcomes and customer experience. Embedding innovation requires addressing organizational obstacles like lack of resources and political issues. Innovation is an adaptive challenge that requires cultural change through collaboration. The document recommends taking small steps to build momentum, using exploration frameworks, and moving innovation efforts from the inside out by building a holding environment and learning from prototypes and iterations.
Reaching agility: Why aren't we done yet?
This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.
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Johnsmythe, IABC Europemiddleeast leadership presentation
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Transparency, Accountability & Responibilty
- 2. Situation Worst recession for 70 years Accounts have had to be defined more clearly Waste is believed to be stripped out Resource pool is as thin as possible
- 3. Problems which remain Old practices still in place for delivering solutions Opportunity for politics, procrastination and abdication of responsibility Impedance as opposed to cohesion
- 4. Looking forward Everyone has been affected by the recession There is no certainty to pace or scale of recovery Debt profiles of many firms will force them to the wall This leads to a demand to undertake new practices
- 5. Principles of solution Transparency Accountability Responsibility Spells “TAR” which is a glutinous substance, hard to remove, with a tendency to stick to whatever it can…
- 6. Transparency Timely reporting based on confirmed facts Immediate snapshot capability Peer review structure to promote competitiveness and lean approaches
- 7. Accountability Ultimate manager assigned to each project Buck stops at their desk Provides incentives to deliver and eliminates wheat from the chaff
- 8. Responsibility Reward for effort Environment to develop skills Assists in eliminating unnecessary resource management time
- 9. TAR Combined The company will find the structure different as it promotes effectiveness and openness Change programmes are needed to implement Executives will be appraised of progress far more swiftly
- 10. Implementation Scaleable model, applicable to each order, no matter how large or small Allows for internal ‘bidding’ for projects to take place, fostering lean approaches Quantifiable results assigned to known individuals
- 11. Results Elimination of excessive management Improvement of staff performance Quantifiable progress Cohesion of corporate effort
- 12. Questions? For more information, please contact Dalton Byrne info@daltonbyrne.com
- 13. Thank you Dalton Byrne Limited www.daltonbyrne.com