Organizational Transformation Is a Process, Not an Event ... · Strategic Organizational...
Transcript of Organizational Transformation Is a Process, Not an Event ... · Strategic Organizational...
SESSION 404Tuesday, October 21, 10:00 AM ‐ 11:00 AM
Track: The Expert Focus
Expert Focus: Strategic Organizational Transformation Is a Process, Not an Event (Part I) Manley Feinberg Chief Experience Officer, Vertical Lessons [email protected] Mike Kublin Founder and President, PeopleTek Coaching [email protected] Katherine Lord Principal Consultant, Quint Wellington Redwood [email protected]
Session Description
Engage with three preeminent thought leaders in this highly interactive session to explore tactics and an overall strategy for organizational transformation. Manley Feinberg, Mike Kublin, and Katherine Lord will cover a wide range of topics, including emotional intelligence and its value in the workplace, changing the mindset on behavior and attitude, the power of knowledge management, and the principles that fuel momentum. Be prepared to think outside the box, gain a high‐level understanding of your transformation road map, and walk away with practical tools you can implement immediately.
Speaker Backgrounds Manley Feinberg is an award‐winning speaker, IT leader, and certified World‐Class Speaking Coach who’s delivered more than 2,000 hours of professional training, consulting, and coaching. Leveraging eighteen years of IT, business, and speaking experience, Manley helps professionals get out of their comfort zone, build momentum, and develop world‐class communication skills. Mike Kublin is the founder and president of PeopleTek, Inc., a training, development, and coaching company that specializes in enabling technicians, professionals, and their teams to examine behaviors to determine what is effective and identify what may be inhibiting desired results. Previously, Mike worked for EDS and American Express in a variety of leadership roles, managing technical teams and interfacing with internal and external business partners and vendors. He is also the author of twelve books, including 12 Steps for Courageous Leadership (2011), and he is certified in ITIL v3. Katherine Lord is a seasoned ITSM consultant and practitioner with considerable expertise in IT strategy, service management, knowledge management, and change management. She has a proven track record of humanizing service management, bringing relevant, adaptive approaches to her consultative pursuits. Before becoming a consultant, Katherine spent ten years managing service desks, IT operations, and field services. She holds many industry certifications and is an accredited instructor for various ITIL and HDI courses.
SESSIONS 404 / 504
MICHAEL W. KUBLIN
KATHERINE LORD
MANLEY FEINBERG
Expert Focus:
Strategic Organizational Transformation
Is a Process, Not an Event
Session Objectives
• Explore tactics and strategies for individual and organizational transformation
• Learn why transformation is a process, not an event
• Learn key behaviors that promote increased effectiveness for transformational leaders, teams, and entire organizations
• Leave with tools and techniques that provide guidance through the transformation process
• Commit to making a change today that you will implement immediately
Ice Breaker – About me
• Is your preference to maintain harmony within a team or address problems? Why?
• Does your overall style lean more towards utilizing your intuition/gut instinct, or hard facts and figures?
• Are you hesitant to share new ideas, or are you more likely to volunteer bold ideas and risk being challenged?
• What do you enjoy most about your job?
• What is the first concert you ever attended?
• What was your most difficult challenge growing up?
JOHARI WINDOW
•
KNOWN TO SELF NOT KNOWN TO SELF
KNOWN TO OTHERS
OPEN
BLIND
NOT KNOWN TO OTHERS
HIDDEN
UNKNOWN
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< < < < < < < < < < TRUST > > > > > > > >
Definitions
• LEADERSHIP:
– Taking others where they’ve never gone before and wouldn’t go by themselves
• COACHING:
– Helping others achieve their desired goals and objectives
• MANAGEMENT:
– Planning, Organizing, Controlling & following-up
• TECHNICIAN:
– Doing the job or task extremely well
6 Critical Components
• Customer
• Communication
• Clarity
• Conflict
• Change
• Teamwork: Trust, accountability and feedback
What do you see?
You must be aware in order to deliver
KNOW DISCOVER AUTHENTIC INNOVATE What do I
already know about:
MY Team? MY Customer? The project?
Who can I ask for feedback
about expectations and results?
In what way do I need to be more
open and quicken my
delivery?
How can I be more creative/ innovative to help with a
speedy delivery?
C - Communicate Effectively
O - Optimize Differences
M - Manage Change
P - Plan, Persist, and Organize
A - Appropriately Handle Conflict
S - Sustain/Enhance Relationships
S - Skillfully Influence Others
It Takes………
• A willingness to step out of our comfort zone
• The need to readily adapt to change
• An obligation to develop our skill set and the
• skills within our organization
• Commitment!
It also takes….. • A Change story
– To identify with, create purpose, sense of belonging
– Elicit an emotional response vs a thinking response
• Tools and techniques to drive
– Momentum, consistency, sustainability, structure
• Visibility
– Visual Management & Visible Leadership
TRANSPARENCY=TRUST
Challenge the Status Quo
• Divorce the classic organizational chart and “management hierarchy”
• Who really wants a caste system?
“Take this Job and shove it”?
• Team Barometer
• Empower the front line
• Equality, community, collaboration
Lets talk about Lean
• The philosophy
• The 5 Domains of Lean
• The magic in your tool box – The Change Story
– Visual management
– The Team Barometer
– Gemba walks
– Performance management
• Sustainability
Leading with Humility
• Leading with humility focuses on ensuring that arrogance does not blind us to the possibilities offered by the people around us. This is particularly relevant to people in a position of leadership.
Cultural enablers ensure that the
people delivering value to
customers are themselves also
valued
.
Leading with Respect
• By demonstrating respect for individuals involved with the organization, we show that we truly value their contribution.
Cultural guiding principles deal
with the creation of an
environment
in which individuals are
encouraged to contribute
.
The 5 domains of Lean
Do we act in a truly customer-oriented way?
Is delivering value to the customer the focal point for
howe we approach our work?
Do we have a positive attitude towards customers?
Customer
Process
Do our processes and way of working deliver value as
quickly and directly as possible?
Do we act proactively to identify and tackle areas of
waste?
Organization
What is the attitude of people within the organization
regarding the way the organization is structured?
How do people act during performance dialogues, day
starts and in the cascade?
Performance
What would it take to do more, to do better?
Are we creating a habit of continuous improvement?
Behavior and attitude
Does the organization encourage the behaviors that drive
performance improvements?
Are we addressing the ‘How’ - HOW we go about things,
the attitude and the mindset by which we do things ?
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The Change Story • The transition to a transformation starts with a compelling story as to why
the change needs to be done
“The core of the matter is always about changing
the behavior of people, and behavior change
happens in highly successful situations mostly by
talking to people’s feelings.
This is true even in companies that are very
focused on analysis and quantitative
measurement. In highly effective change
situations, people find ways to help others see the
problems or solutions in ways that influence
emotions, not just thought”.
John Kotter
“The Heart of Change”
.
Dreams get people moving…
“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
– Antoine de Saint-Exupéry
– “Citadelle”
A change story is crucial to influence behavior and attitude
COMPELLING CHANGE STORY IS:
• A clear description of what changes need to be made and why (gives direction)
• Describes the motivation behind the desire to change (urgency)
• A signal that “business as usual” is over
• Written by leaders (personal and passionate) with their readers in mind
• A source of continuity during periods of uncertainty or transition in a change program
• A powerful tool for creating alignment throughout the organization
KEY ELEMENTS
PERSONAL
URGENCY
PASSION
SPECIFIC, GIVES DIRECTION
INSPIRING
INCLUSIVE, ASK FOR SUPPORT
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Visual management
• A mechanism to drive transparency, engagement
• Effective team communication and real-time updates
• Team performance and workload is shared on the day board for visibility and effective team communication
• Create thy masterpiece!
The Team Barometer The Team Barometer involves asking every team member to score on a scale
of 1 to 5 seven different aspects that define and shape team engagement
on a monthly basis
Working Together
Ambiance
Personal Enthusiasm
Continuous Improvement
Impact
Direction
Personal Development
Visible leadership
• Gemba Walks
– Stroll the shop floor!
– “go see”
In order to get beyond the basic technique level of improvement, it is essential to answer deep ‘why’ questions. This leads to the discovery of underlying systems and the possibility of alternatives.
Since real value is created at the shopfloor, this is where management need to spend their time.
Try to envision what should be happening (the smooth flow of value creation) and now look at what is really happening.
Genchi Genbutsu: less to ‘visit’ and more to ‘know’ by being there
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Go see
People can have blind spots created by long held paradigms. Thus the practice of “go and see” was developed based on the principle that reality needs to be perceived and understood based upon the five senses. Perceptions, past experience, instincts, inaccurate standards, simplified and generalized reports often hinder establishing a high agreement on how things actually work .
Performance management
• Everyone on the bus, going the same direction
– VOC (Voice of the Customer)
– to CTQ (Critical to Quality)
– to KPI (Key Performance Indicators) paradigm
Translating the VOC into CTQs (Layer 3 and 4)
As a customer, I want good
customer service when I call
That means representatives have knowledge
and skills
Answers are correct
They reply in a friendly way
They provide solutions that
meet my challenge
They respond fast
Researched information available
Information delivered on the spot
Customer transfered quickly
Problems are solved
Short options menu
Greet customer by name
issues and needs
driver
additive constituents
1. Prioritize and align 2. Determine measures 3. Set targets 4. Specify limits 5. Determine defect rate
EXAMPLE
CTQ CTQ
results in:
CTQ
business dimension process dimension
Performance dialogues at all levels create effective alignment in the organization and establish catch ball between the levels
Performance Dialog make the PDCA cycle spin.
goals, objectives, KPI’s
data collection, problem solving,
catchball negotiations, process
mapping
1
objectives, metrics, process critical success factors
root cause analysis, problem
solving, catchball negotiations,
project planning
2
objectives, metrics, projects, activities, tasks
rapid improvement events, project
planning and management,
metrics integration
3
deploy, measure, manage, integrate
4
cross functional alignment
vertical alignm
ent
Knowledge management
• Tap into the Tribe
• The power of the community
Acknowledging Community
Knowledge Bases
Self-Help Assistance
The organization Leadership
Ch
ann
els of
Co
llabo
ration
Community – the power of the tribe
Community Conversations
The Tacit connection
Organ
ization
al stru
cture
A network that connects people with content and
people with people.
And the keys to sustainability?
YOU MUST HAVE QUESTIONS BY NOW!
12 Granite Walls over 3,000‘ in 3 Square Miles
STL Arch 630’
The Current Climb Strategy
Current Climb Strategy
Only One Current Climb
• 1st everyday
– Before the Gravity of Resistance and
• the Storm of Chaos Set In
Current Climb Strategy
At least 5 minutes every day
• More resistance, less time
Current Climb Strategy
Every day is more important than how long
Commitments to consistent action
Builds MOMENTUM
How will you reach-
Your Next Summit?
Awareness Your Next Summit
is the 1st Step to
Awareness
watch out for…
COMFORT ZONE
YOUR Declare Your Current Climb
Declare your Current Climb
Ad
van
tage
Who has
You on
Belay?
Action
Consider with Courage
Climb with Conviction
Savor Your Summit