“are you with me?” leading in a time of change malcolm alder kpmg
TRANSCRIPT
“Are you with me?” Leading in a time of change
Malcolm AlderKPMG
Agenda
1. Why change? Creating the imperative
2. The change journey
3. A few lessons
Agenda
1. Why change? Creating the imperative
2. The change journey
3. A few lessons
Sometimes both the change imperative and the vision are obvious…
Alison lost 55.2kg
Sometimes the change imperative is clear…
0%
10%
20%
30%
40%
50%
60%
15-24 25-34 35-44 45-54 55-64 65+
Percentage of respondents: first means of accessing news in Germany
Source: KPMG
Over 45 year olds:- more likely to use
newspapers
Internet Newspaper
But deciding how to respond is far less clear…
Source: Future Exploration Network – Future of Media Report, July 2008
When to change is a critical decision…
Real $
Time
Traditional revenue
Traditional costs
New revenue (net)
Agenda
1. Why change? Creating the imperative
2. The change journey
3. A few lessons
Change is not a single, linear journey…
Future state
Current state
Organisation change journey
Staff change journey
Leading
Designing
Realizing
Ending
Exploring
Beginning
Resistance is inevitable in this journey…
Future state
Organisation change journey
Staff change journey
Current state
Habit
Economic concerns
Job security
Fear of unknown
Selective listening
Structural inertia
Power status quo Threat to
resources
Group inertia
Insufficient focus
What is required to lead this journey?
Future state
Organisation change journey
Staff change journey
Current state
Create the motivation
Share the vision
Build political support
Manage the
transition
Sustain momentum
The personal change journey can differ greatly…
Source: KPMG & UTS
Demographic group
Work preferencesImplications for managing
change
Baby boomers (born 1946-1961)
• Hard work brings rewards• Hierarchy & its benefits are important• Align personal actions to organisation goals• Starting to re-balance work & life
• Demonstrable goal alignment• Respect & recognition• Increasing flexibility
Generation X (born 1962-1976)
• Personal development is a priority• Mixed views on hierarchy• Low value on organisational loyalty• Personal development is critical & over-rides
long-term organisation goals• Work-life balance (including workplace flexibility)
key
• Personalisation of roles • Communicate in terms of WIFM• Increasing flexibility
Generation Y (born 1977-1991)
• Work-life balance is highly important• Seek input in planning & development• Require instant & continual recognition• Highly socially conscious• Acquiring broad range of skills is important• Ambitious & resent hierarchy on
age/experience
• High process involvement• Communication of rationale &
broad benefits (including external)
• Regular feedback• Increasing flexibility
Common themes
Communication
Transparency
Flexibility
Sample Strategies for Employee Engagement
1. Constantly communicate clear goals & vision of future state
2. Meet regularly with employees & openly discuss the changes & rationale
3. Encourage people to discuss fears and concerns in teams
4. Recognise employees know leaders may not have all the answers - but it’s important to have open access & honest feedback
5. Whenever possible, assign roles & responsibilities in line with peoples interests
Communication
Transparency
Flexibility
Suggestions for motivating staff
1. Recognise differences
2. Match people to jobs
3. Use goals and make them attainable
4. Link rewards to performance
5. Individualize rewards
6. Be equitable
7. Be approachable
8. Celebrate achievement
Key Features of Successful Transformational Change
• Design around key business drivers
• Wins emotional & intellectual support
• Models & reinforces the new way of working
• Invests heavily in communication
• Creates experiences that shape future behaviour
• Aligns all dimensions of management behind the change
Key Features• Incorporates drivers in the
project plan• Develop clear engagement /
involvement strategies• Heavy staff involvement right
through• Communicate from the start &
don’t stop• Allow for processing resistance
& conflict – it is natural • Performance measures
probably need to change
Implications
8 Signs of Potential Failure
1. Leadership saying one thing and doing another
2. Staff asking “so what?”
3. Short-term perspective
4. Under-resourcing
5. Failure to translate commitment to change at the top to the middle of the organisation
6. Imposing major organisational change on an old, inappropriate structure
7. Over-dependence on others, including consultants
8. Constant search for cookbook solutions
What People Pay Attention To:
1. Leader attention, measurement, rewards and controls
2. Leader reaction to critical incidents
3. Leader role modelling, coaching
4. Criteria for recruitment, promotion, retirement and ex-communication
5. Formal and informal socialisation
6. Recurring systems and procedures
7. Organisation design and structure
8. Design of physical space
9. Stories and myths about key people & events
10. Formal statements, charters, codes etc.
>75% of behaviour is determined by
the first three points
Source: Piers Schrieber, thecommunicationmatrix
Agenda
1. Why change? Creating the imperative
2. The change journey
3. A few lessons
Consider this example of change in media…
Recommendations
• Be led by the audience and always test what you are doing by their experience
• Don’t make too many easy assumptions eg. staff resistance is inevitable
• Find champions in the organisation, wherever they are in the hierarchy
• Specific messages when “going digital”– set up separately until integration will ensure whole is greater than sum of parts– set KPIs appropriate to that business and its maturity– aim to become an “employer of choice” in digital– be even-handed with staff right across the business– take all staff down the path – silo mentality is death– don’t let short-term profit imperative sideline the strategy– study the experience of others who’ve gone before– nurture “controlled innovation”– apply new business disciplines & rigour, especially with acquisitions
• Walk the walk, all the time – be a true leader
Questions