expedite-plum consulting: change from inside out-managing cultural change
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CHANGE FROM THE INSIDE OUT: SUCCESSFULLY MANAGING CULTURAL CHANGE
A L I S O N K I L D U F F & B E N D O W M A NE X P E D I T E S T R AT E G Y C H A L L E N G E R M E E T I N G A P R I L 2 7 T H 2 0 1 6
WELCOME
C H A N G E F R O M T H E I N S I D E O U T 2
SUCCESSFULLY MANAGING ORGANISATIONAL CHANGE?
MANAGING CHANGE?
C H A N G E F R O M T H E I N S I D E O U T 3
Source: Aon
CAUSES?
C H A N G E F R O M T H E I N S I D E O U T 4
More work can be worse work….
‘Busyness’ has now been elevated to a status symbol
Source: Aon
PRODUCTIV ITY?
C H A N G E F R O M T H E I N S I D E O U T 5
“AFTER a 50 hr work week, efficiency starts to drop and after 55, it falls off a cliff…
So much so, that someone who puts in a 70 hours a week is completely ineffective for the last 15”
More work can be worse work….
...Work has moved from an activity to an identity...
Reported on The Joy of 9 to 5 Radio 4, 6th April
EMPTY L ABOUR?
C H A N G E F R O M T H E I N S I D E O U T 6
Top Tips:
• Do everything from your computer
• Frown whilst you are doing it• Occasionally get up and walk
to the computer
THE NEXT B IG THING?
C H A N G E F R O M T H E I N S I D E O U T 7
• STRATEGIC PLANNING• PROCESS REENGINEERING• METRICS AS MEANS NOT ENDS• PERFORMANCE MANAGEMENT• MYTH OF MANAGEMENT
WHAT’S TH IS ABOUT?
C H A N G E F R O M T H E I N S I D E O U T 8
C H A N G E F R O M T H E I N S I D E O U T 9
C H A N G E F R O M T H E I N S I D E O U T 11
More work can be worse work….
‘Busyness’ has now been elevated to a status symbol
C H A N G E F R O M T H E I N S I D E O U T
Case Study 112
What we achieved:
Clear cultural diagnosis and cultural ambition;
Identification of a number of behaviours and practices, which would cost the organisation nothing, but which exponentially improved their customer feedback;
Culture buddy system;
Additions to the leadership framework.
Culture built into their change plan
Organisation emerged from special measures
Voice of the CustomerA powerful culture shaping process to improve attitudes and mindsets around customer service and care, following a period of challenge and transformation
Situation:
– Challenged organisation
– Failure to meet several performance targets (special measures)
– Subject to negative press and public criticism
– Static staff base and bullying concerns
What we did:
– ‘In your shoes’ workshops – using actors to present a 3 rd party view
– Culture workshops with mixed staff groups, tackling attitudes and behaviours
– New behaviours, based around values
– New customer service practice
C H A N G E F R O M T H E I N S I D E O U T
Case Study 213
What we achieved:
Integrated diagnostic;
Practical and financial achievements across all projects;
Buy-in from change leads;
Reduction in agency spend;
More consistent perfomance in operational areas
In house sustainability
Awarded the ABP Workforce Experience
Cost & Cultural Improvement An integrated transformation programme for a world renowned care organisation
Situation:
– Financial challenges and requirement for savings
– Patchy performance across the organisation
– A lack of integration across multidisciplinary staff
– Need to revamp the service offer and adopt a lean approach
What we did:
– Integrated change programme – inside out and outside in
– Development centres for change agents
– Lean change projects (partner)
– Learning sets and development programme around the above
– Change agent coaching
WHAT ARE YOU UP FOR?
C H A N G E F R O M T H E I N S I D E O U T 14
1.VALUES2.RITUALS3.CHANGE4.LEADERSHIP
IN CONCLUSION?
C H A N G E F R O M T H E I N S I D E O U T 15
• Leadership behaviours and the culture support the goals of the organsiation?
• If you are involved in a change programme, or know of one, have a look at where the main drivers are?
• Look at your own team – are you paying enough attention to the ‘hidden dynamics’?
