Lean conference 2014 Frank Devine - change management and people engagement

© Frank Devine 2014

The challenges of change management and people management

Culture Changex

Demystifying Leadershipx

Continuous Improvement

Frank Devine


3 Focus Points

Big Questions•Why do we struggle to get employee ownership of change?•Why does so much continuous improvement sub-optimise?•If we spend so much money on leadership development how do we get so much variation in outcomes?

Today’s Diagnostic Focus •Lack of radical, deep and mass engagement•Overconfidence re what we “know”•Guru mystification, time interval between usage, over complexity and over specialisation


Culture Change x Leadership x Continuous Improvement:1 x 1 x 1 = 6

Rapid, Mass Engagement

creating Culture Change

Demystifying Leadership(Cathedral

/Higher Purpose Model)

“Predict and Prevent”



Rapidly creates employee

ownership of the change plan and

codifies the new employee

created culture .

Culture Change x Leadership x Continuous Improvement: 1 x 1 x 1 = 6







Sustains the CI

Culture by

widening the

initial

engagement

Enhanced skill levels leverage

any given CI application

Aligns leadership to CI

Create

s bottom up

pressu

re to

susta

in the

employee cr

eated cu

lture

and “c

ustomer-b

ased”

leadersh

ip style

Given th

at cu

lture is

tested eve

ryday

, this

equips leaders

to pass

those

tests

Increases

receptivity to

CI

Continuously build

s

capabilit

y at a

ll

levels

© Frank Devine 2014© Frank Devine 2014

Culture Change via Mass Engagement

• Rapid, within weeks, and Bottom Up.

• Employees codify the desired continuous improvement culture.

• Employees create a Higher Purpose or a plan to achieve any given objective (varies by organisation).

• Overcomes barriers to change including deep-seated restrictive attitudes and beliefs.








Engagement Structure

Top Down and Bottom Up Top Down

Increased pace

Pace entirely dependent upon leaders’ commitment and skill

Increased undermining of negative filters, cynicism etc.

Effect on employees is indirect

Leaders held accountable from both directions

Suitable when the future is uncertain or when senior leadership changes are expected

Ideal when rapid radical change is needed either for competitive advantage or survival!



• Diagnostic and humble approach e.g. brilliant basics.

• Hypothesis-based.

• Preventative not reactive.

• Humble in general but particularly to the limits of analysis alone .

• Daily improvement not just spasmodic Kaizen events.








Demystifying Leadership

• Focus is on setting leaders up for success via simplification and brilliant basics.

• The leadership skills form a system.

• The system includes self-sustaining mechanisms at overall system level and within each skill.

• The leadership approach is based on employee input i.e. “customer” input.

• The skills are designed to leverage Continuous Improvement applications.

• Delivered via a small number of key skills done well and often.








Frequent mistakes

• Random “improvements” (strategic and tactical).

• Over focus on waste so neglecting direction (“which improvements?”), culture, unevenness of demand and overburden.

• Relying on the system to create the culture and thus missing leverage and acceleration

(= time = money*). * see MIT Manufacturing Affordability Program

• Timid and Naïve engagement.

• Fuzziness reference what is “up for grabs”.

• Relying on “standard” leadership development.


Frank DevineTel: 07801 374606

Email: [email protected]

Web Site: www.acceleratedimprovement.co.uk


mailto:[email protected]

Lean conference 2014 Frank Devine - change management and people engagement

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