The Activ8 Journey: Success is asking the right

questions

Presentation Overview

•  Introduction

•  Motivation

•  Environment

•  Planning

•  Structure

•  Delivery

•  Key Learnings

•  Questions

Activ ….in 60 seconds

•  Started in 1951 as a family support group called the Slow

Learning Children’s Group

•  Continued to grow through the expansion of family groups

in metropolitan and regional areas across Western Australia

•  Name change to Activ in 1989

•  Currently in 2015, Activ employs 1,200 staff to provide

supports to 3,500 individuals living with disability across

Western Australia

Motivation

The motivation for change must be genuine and is as important as the change process itself

Activ’s motivation: •  Relevance •  Viability •  Competition •  Culture

Environment

The WA Trial is Unique

Three current states of operation: •  NDIS •  My Way •  Existing State Procurement Agreement and Federal funding

Activ’s position is Unique:

We deliver services in all three

Planning

In every successful phase of our change process we have been most successful when we have

asked the right questions and understood the questions we are trying to answer

Give me six hours to chop down a tree and I will spend the first four sharpening the axe – Abraham Lincoln

Key questions that you need to ask yourself and your organisation:

•  What are our future aspiration?

•  How far away are our current realities from our future aspirations?

•  What are the current skill sets that exist in our organisation and what skill sets have we identified we will need to successfully enact our strategy?

•  Are we starting from a culture of change and ongoing development or do we do what we does because we have always done it?

Planning

Structure

Don’t change in isolation otherwise you will be alone

•  People like change but are in love with the status quo

•  Develop a system and a language for engaging with the organisation

•  Create a structure to paint a picture of the change, not explain it

Activ8

Activ8

Just because its not going to plan, doesn’t mean that it is going wrong

•  Regular reviews of individual projects and the change program as a whole.

•  Accept iterative change may cause some confusion for those who find comfort in the structure.

•  Everyone thinks their part is the most important “manage the message” of change to the change.

Everything is connected - Yoda

Continuous Improvement

The plan is done.

But how do you start?

Delivery 1 – Red or Blue

Delivery 1 – Red or Blue

Does  your  organisa-on  take  the  red  pill  or  the  blue  pill?  

Key questions that you need to ask yourself and your organisation:

•  Who in your organisation has taken the red pill and who in the organisation has taken the blue pill?

•  What is your level of trust in the organisation?

•  What do I need to measure?

Delivery 1 – Red or Blue

You can’t wait for everyone to get on the train…

or it will never leave the station

Delivery 2 – Its all about trains…

Delivery 2

.

Delivery 2

Delivery 2

Key questions that you need to ask yourself and your organisation:

•  How aligned is our current business to our future aspirations?

•  What roles/seats do we need to be filled before we can leave?

•  Who absolutely has to be on board for us to be successful?

•  How long can we wait to leave the station?

Delivery 2 – Its all about trains…

Delivery 3 – What?

Get  the  right  people  in  the  room  who  speak  the  same  language  

Get the right people in the room speaking the same language.

Identify key learning strategies that articulate the vision.

And…communicate, communicate, communicate.

Delivery 3 – What?

Key questions that you need to ask yourself and your organisation:

•  What from our current environment doesn’t translate into our future?

•  What is our capacity to monitor the environment to allow us to respond to future NDIS adaptions?

•  How do we develop a language is an ever changing environment?

•  What are the key messages that we want to endure?

•  How do we want people to feel?

Delivery 3 – What?

Activ8

Having a Strategic Roadmap that connects with your organisation is critical for your future success

Be clear on your motivation, environment and planning processes

Continuous Improvement is your organisations future

Learning – Strategic Roadmap

Red or Blue

It’s all about Trains…

What?

Beware the Lackey Band Effect

Learning - Delivery

Questions?