CSC Leadership Programme-Speaker

CSC Proprietary [1] 1

CSC Leadership Programme

Leading Change for Success


Morten Cavling ArendrupStrategic ConsultingCSC [email protected]

Morten Cavling Arendrup is manager with the CSC Strategic Consulting Practice in Denmark. Morten holds a Masters degree in Business Law from University of Copenhagen, a BA (Hons) from Central School of Speech & Drama, London and is also an IMD alumni. He has more than 12 years experience as a management consultant. Morten´s areas of expertise include change management, leadership development and coaching. Over the years, Morten has been involved in projects covering all aspects of organisational performance as well as IT strategy development and implementation. Moreover, Morten has extensive project management experience from assignments with numerous corporate and public clients both in Denmark and abroad. Prior to joining CSC Morten has worked with other high end management consultancy companies, e.g. Right Management Consultants and Ernst & Young/Ementor.


Where are the real values in a company?

Assets OwnershipOwnershipFactory Product

MarketCustomersBrand

Less ownershipLess ownership

KnowledgeBrainPeople Brand


The value process in the company

Values

Behaviours

Actions11 11 11

Define the values.

What do the values mean? How should we act?

We must act as we preach? Walk the talk! Implement and

internalise the values.


Forsikring& PensionForsikring& PensionForsikring& PensionForsikring& Pension

BehavioursThoughts

Beliefs

Values

Identity

What others see

My own values


Honesty

Trust

Client focus

Exellence

Integrity

Results

Creativity

Initiative

Diversity

Respect

Tolerance

Effectiveness

Accountability

Innovation

Passion

Quality

Empowerment

Loyalty

Justice

Enthusiasm

Reflecting on my own values


Honesty

Trust

Client focus

Exellence

Integrity

Results

Creativity

Initiative

Diversity

Respect

Tolerance

Effectiveness

Accountability

Innovation

Passion

Quality

Empowerment

Loyalty

Justice

Enthusiasm

Are my values aligned with CSCs?


1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick

Source: John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.

First bit Let us begin by looking a little bit closer at some change issues and the change leadership skills required to deal with them effectively.

What is leading change all about? Why is it important in CSC, and why does change have to be led?

Moreover, are we as leaders truly living, acting and demonstrating our values? Or are we just declaringthat we do so?

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Change is situational & external, for instance a new job, site, boss, team, role

Transition is the psycological(internal) process people go through to come to terms withthe new situation

Change + People = Transition

Source: William Bridges

Change

&Transition


Is there a quick and dirty approach to change?

Sorry, you can´t avoid change but you can manage it!


Kotter´s eight steps in (large scale) change programmes1. Increase Urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for buy-in5. Empower Action6. Create Short Term Wins7. Don’t Let Up8. Make Change Stick



The Change Curve

Good

Poor

StrategicPerformance

Time

Crisis

ReactiveAnticipatory

Source: M. Crossan, N. Fry and P. Killing


Building a Change Plan

Priorities Timing

Change DriversExternal Internal

The Change Challenge

Urgency Readiness

The Change Process

Change ProgressMeasures of Success

The NeededChange

StyleChange Leaders


• Is the type of change you need clear? Widely agreed?

• Do you need revolution or evolution?

• How much behaviour change is required?

• How ready are the key people for this change?

The needed Change?

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Readiness for Change

Anticipatory Reactive Crisis

Awareness

Capability

Commitment

Mixed

Mixed

Mixed

Low

Low

High Low

High

High

Who will be most impacted by the proposed change?How ready are they?


Should you work first with supporters or resistors?

Should you experiment or move firmly?Do you need an early win?

What management style should you use to drive the change? Participative or directive?

How fast should you move?

Leading the Change Process

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Action Plan - First Step Guidelines

EarlyObjectives

Tactics

Anticipatory Reactive Crisis

Pace

Work with

Jog

Supporters

ExperimentationEstablish DirectionDevelop Support

ParticipativeSmall Steps

Run

PivotalGroups

Convert ResistorsMobilise OrganisationMove on Broad Front

Mix - P&DBroad front

Sprint

External Internal

BuyTime

Sprint

MakeStrategicChanges

Partici-pative Directive



Second bit CATALYST™ the CSC approach to change.

CATALYST™ consists of six domains of change and seven drivers.

It provides leaders in CSC with useful tools, like for instance stakeholder analysis and Communication Plan.

Let us have a closer look…..

CATALYST™


Start with the Big Picture

The processes underpin thebusiness strategy

The right people make it happen

The IT platform supports the new way of working


The six domains of change

CSC’s approach to business change is based on CSC Catalyst’s six domains of change POLDAT


Organisation

Leadership Commitment

Competence

Performance Communication

Structure

Culture

The seven CATALYST™ change drivers


LeadershipCommitment

Capabilities

Performance Culture Communication

Structure

An ambitious and visionary management team....committed to demonstrate leadership in the business transformation - by actively participating in the change process, supporting and challenging the participants and their own parts of the organisation.

Leadership



Capabilities


Structure

Commitment

Leadership is the basis for Commitment. Line leaders build commitment by making their teams understand and accept the impact of the proposed changes. If the managers succeed in changing their own behaviours to accept the new ways of working, they soon will become role models to their teams.

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Capabilities


Structure

Commitment is created by involvement and communication

Involve the stakeholders in building the new ways of working.The line leaders should all have the same vision that they can communicate to their teams. The project team supports with just-in-time communication plans and tools.

Communication


Structure in the organisational change perspective iscreated through designing and building the future business processes.


Capabilities


Structure/

Structure and Capabilities

Capabilities, i.e the skills and competencies required for the new ways of working are designed in role and responsibility workshops.

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Capabilities

PerformanceCulture Communication

Structure

Performance Create a positive attitude about the business changes through visible goals and rewards when the goals are achieved and show clearly how each division, team and employee contribute to business results.

What gets measured gets done

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CSC Proprietary [1] 29b


Competence

Performance Communication

Structure

Culture

Breakout Session

Break out into groups of six

Your team is facing a major change, i.e. a merger with another company

Discuss the leadership issues

Link the issues to the model

Present your findings




Third bit We know we need to create and build understanding and acceptance for the changes required.

But do we know how to get the organisation involved and mobilise the line leaders to be able to execute change successfully?

Can change be enabled through empowerment and do we as leaders have the courage to accept ambiguity and confront resistance?

Building commitment


Change challenges

Leadership

Motivation

People

Performance

Employeestructure

Procedures

Organisationalstructure

RulesEasy to change

CultureDifficult to change


Managing Change

Mobilisationphase

Acceptance phase

Commitment phase

Deg

ree

of s

uppo

rt fo

r the

cha

nge

Time

Results

Internalise new ways

Evaluate it

Understand the changeContact

Test it

Accept the change

Confusion Negativeperception

Monitor check-out behaviours

Change initiative aborted


Neutral Zone

ConfusionStressIllness

Delegate tasksShort term goalsReward wins

New beginnings Purpose Picture Plan Personal role

Elem

ents

of i

nter

nal c

hang

e

TimeKilde: William Bridges

Managing Transition

Source: William Bridges

Endings

ListenShow empathyOffer informationShow emotions


Managing the Transition Process

ENDINGS

• Identify who´s loosing what• Accept the reality of subjective losses• Expect and accept grieving• Compensate for losses• Give information (over and over again)• Define what´s over and isn´t• Mark the endings• Treat the past with respect• Show how endings ensure continuity of what really matters

NEW BEGINNINGS

• Clarify & communicate purpose • Develop a picture• Create a plan• Give people a role to play - Role and relationships in the outcome - Role in the transition • Reinforce new beginnings - Be consistent - Ensure quick successes - Symbolise new identity - Celebrate success

NEUTRAL ZONE

• Normalise it• Redefine it with new metaphors• Create temporary systems• Form transition team• Use the neutral zone creatively


Show resilience even when the ride is rough


Control Model

1 23

What can I do myself?

Part 1 - What can I do about it?

Part 2 - Can I ask others for help?

Part 3 – What is out of my control?

Part 1 - What can I do about it? Ex. quit the job, transfer to another department, ask questions, measure results, improve skills etc.

Part 2 - Can I ask others for help?Ex. feedback from boss and mentor,support from team members, look for training courses, books to deal with future realities, ask a friend etc.

Part 3 - What is out of my control? Ex. I can´t change decision to move HQ, or to reduce FTE 25%

Source: The Stress Manager, Janelle Barlowe


Orchestrating Winning Performance

Getting in tune with your team!

A team is group of people with a common goal working together to achieve it.


FormingStorming

NormingPerforming

Team dynamics


• Getting to know each other• Discovering acceptable behaviours• From individual to membership• Less work done

Forming


• Tension or conflict• Fractioning• Polarisation of group members• Minimal results

Storming


• A feeling of team-spirit • Developing effective tools for

decision making• More work is done

Norming


Performing

• Members rely on each other• Diversity is highly appreciated• Great working results

High Performance Team

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Team Performance CurvePe

rfor

man

ce

Time

Forming

Storming

Norming

Intervention

Performing

Group think mode


Motivating your Team

What are my goals?

How do I contribute to my goals?

How do I know if I´m successful?

If not, where can I get help?

What´s in it for me?


Supportive behaviour

Directive behaviour

HighLow

High High supportiveLow directive

High supportiveHigh directive

Low directive Low supportive

Low supportiveHigh directive

Hersey & Blanchard


High supportiveLow directive

High supportiveHigh directive

Low directive Low supportive

Low supportiveHigh directive

S2S1

S3S4

High CompetenceHigh Commitment

*Turn over resposibilty

Low CompetenceLow Commitment

*Structure & Supervise

Apply your Leadership to the SituationSome CompetenceLow Commitment

*Direct & Support

High CompetenceVariable Commitment

*Praise, listen, facilitate

Developing

Moderate

Developed


Breakout Session

Break out into groups

Transition & Change

Read the brief




Fourth bit Do the CSC managers have a clear vision that they can communicate to their staff?

Do the CSC managers understand how the business processes and IT vision will generate the benefit - or are they just giving lip service?

Are the CSC managers leaders? And what are the characteristics of the ideal CSC manager anyway?

That vision thing

”Successful leaders givepeople permission toperform”

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Focus on Leadership...In your opinion, who is the best leader in history? Give 3 reasons why? Share with the person next to you!


Management

Direction setting

Busi

ness

con

trol

StrategicCompetitive advantage

TacticalOperational

PresentPredictableStatus QuoControl

Problem solving

Growth

Change

Future

Breakthroughthinking

Leadership


The Leader-Manager Profile

Implementation

Visi

on

Victim

Dreamer

Shows the way

Leader-Manager

CSC Proprietary [1] 52b

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Manager

0255075100

Leader

0255075100

Coach

0255075100

Guru

Running the businessBudget Control and follow-upResource planningRisk minimizer

ExpertGuru status Working soloProvides value throughown knowledge

Creating the futureVision and values Develops teams,mindset and competenceRisk taker

Winning the TalentCompetence development Coaching and feedbackEmpowermentPeople focus

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A Key Distinction


ALIGNING People, Processes and IT with Passion

?


Breakout Session

Break out into groups of six

What are the characteristics of a CSC leader?

Discuss, prioritise and list the characteristics

Present your findings

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End bitShakespeare was right!

He lived more than 400 years ago, and yet his power of communication still holds true.

Communication more than ever is key to the succesful execution of change.

But communication is much more than just words……

Henry V by

William Shakespeare


38 %

7 %55 %

Words

Tone & rythm of voice

Non-verbal - Body languageAlbert Mehrabian

How is communication perceived?


I will post your personal letter in one month from today!

My Personal Change Plan

Which key learnings will I take back to my team and implement NOW? And how will I do it?

Where are my competence gaps in fulfilling my roleas a successful CSC Leader-Manager and what aremy actions to bridge the gap?

How will I measure if I am successful?

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John Kotter, Dan Cohen, Heart of Change, Harvard Business School Press, 2002.

Peter Senge, The Dance of Change, Currency Doubleday, 1999

M. Crossan, N. Fry and P. Killing, Strategic Analysis and Action, Fifth Edition, Prentice Hall Canada, 2002

The Leader Manager by William D. Hitt, 1998

Managing Transitions (making the most of change), by William Bridges, 1998

Good to Great by Jim Collins 2001

Thank you for coming!

www.changemanagement.com

www.drucker.com

www.zigonperf.com

www.imd.ch

Books

Worldwideweb

http://www.changemanagement.com/

http://www.drucker.com/


Change Box Set Tips, Templates and Tools

Intranet/Nordic update/ Virtual management network

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Experience. Results.

CSC Leadership Programme-Speaker

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