j.d. irving ltd: importance of senior leadership ......2014/07/03 · martin is an experienced pmp...

J.D. IRVING LTD: IMPORTANCE OF SENIOR LEADERSHIP IN EFFECTIVE CHANGE

July 3, 2014

The Hackett Group Advisory Webcast

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disclosure of which would provide a competitive advantage to others. As a result, the reproduction, copying, or

redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly prohibited

without the prior written consent of The Hackett Group.

Copyright © 2014 The Hackett Group, Inc. All rights reserved. World-Class Defined and Enabled.

| 3 © 2014 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.

Martin Davis

J.D. Irving, Limited – Irving Group Moncton

VP Information Technology

Martin is an experienced PMP certified Senior IT leader / CIO with over 25 years of IT

experience ranging from project / program management to IT leadership roles in the UK,

Canada and the USA. His experience spans global corporations, privately owned

companies, manufacturing, automotive, consumer goods and transportation industries.

Martin is currently the VP of IT for J D Irving Ltd and also a Board Member of the New

Brunswick IT Council.

Today’s Presenter

4

Change Leadership Martin Davis

Martin Davis MBA, BSc, PMP

VP of IT, J. D. Irving Ltd

Importance of Senior Leadership in Effective Change

Who is J.D. Irving Limited? 5

6

Change Leadership Martin Davis 6

Session Overview

1

2

Introduction to Organisational

Change Management

Organisational Change

Leadership

7


Why do Companies need to Change?

8



9



10


Why should I care?

“In the United States, we spend more than $250 billion each year on IT

application development:

• 31% of projects will be cancelled before they ever get completed.

• 53% of projects will cost twice as of their original estimates,

• overall, the success rate is less than 30%.”

Why should I care about Change Management?

11


Why should I care?

Top reasons projects fail

• Executive sponsorship

• Clear Business case / requirements

• Project Management / Planning / Governance

• Resources / Funding

• Organisational Change Management

– (includes: communications, org. change, stakeholder

management, culture issues etc)

12


What is Change Management? Wikipedia Definition

Change management is an

approach to transitioning

individuals, teams, and

organizations to a desired

future state.

13


Remember the pain….

14


Change is hard; especially under stress…….

Desire to change

Draw back to the familiar

15


• Conflicting priorities

• Culture

• Politics

• Regulatory Compliance

• Market pressures

• Leadership alignment and desires

• Cost

• Time / Patience to make it happen

Change is Hard!! What gets in the way?

16

Organisational Change Management – Why Should I care? Martin Davis

Approaches to Change Top Down Mandates are Quick, BUT……..

17

Organisational Change Management – Why Should I care? Martin Davis 17

Top Down vs Bottom Up Change (Planned vs Emergent)

Planned

Top down

change

Emergent

Build

Capability

Bottom-Up

Short term

Shareholder

returns

Medium to long

term returns

based on

increased

organisational

capability

Emergent

18


Approaches - Step Models of Change

CHANGE

Lewin (1951)

Unfreeze Move Refreeze

Kotter (1996)

19


“Good business leaders create

a vision, articulate the vision,

passionately own the vision,

and relentlessly drive it to

completion.”

Jack Welch

Change Leadership

http://www.brainyquote.com/quotes/authors/j/jack_welch.html

http://www.brainyquote.com/quotes/authors/j/jack_welch.html

20


Importance of Change Leadership

“Progress occurs when

courageous, skillful leaders

seize the opportunity to

change things for the better”

Harry S Truman (1884 – 1972)

“Management is doing things

right; leadership is doing the

right things”

Peter Drucker (1909 – 2005)

21



“Leadership is about results. A

leader’s vision must in the end

produce the desired results:

successful, profitable change

where employees

are committed and engaged”

Peter Drucker (1909 – 2005)

22


What is Change Leadership?

23


• Initiating Change on a large scale

• Creating a sense of urgency

• Inspire belief

• Invigorating the organisation

• Creating the vision for the new normal

• Empowering people to create change

What is Change Leadership?

24


Blockbuster

25


Ford – Jacques Nasser

Ford's Jacques Nasser Is Ousted as CEO

“Mr. Nasser's management methods

alienated and distracted many people

whose goodwill he needed”

The revolution at Ford Jac Nasser wants to turn Ford Motor

from the very symbol of mass

production into a consumer-products

and services company

26


Importance of Change Leadership No Success without Strong Leadership

Anchor the new reality in the

Organisational culture

Lead the impacted staff towards a new vision

(“the promised land!”)

Leaders must paint a clear picture of the reason for

change (create a climate for change)

27


No Success without Strong Leadership


3

1

2

4

5

Leaders are credible

Leaders sponsor people in

change

Leaders are accountable

Leaders are accessible

Leaders are open to ideas

“Change Capability Framework” (Carnall, 2007)

28


Ford CEO Alan Mulally

Change Leadership In Action

Get every employee:

• to understand the vision

of the company,

• buy in to the plan,

• feel supported in their

jobs.

REUTERS/Tim Shaffer

“If people aren't optimistic,

they're not going to make the

sacrifices and do the work

required to turn things around.”

Business Insider, Nov 2013

29


• Modify their approach to the mood of the Organisation

• Provide clear guidance and direction

• Focus attention on most impactful changes

• Relate well with all the key stakeholders

• Actively and Visibly Participate

• Build coalitions of support with peers and managers

• Communicate effectively and directly with employees

Effective Leaders

No Success without Strong Leadership

30


The Interrelated Pieces

Vicious Circle of Change

Lack of Change

Leadership

Unclear

Messages

Less Drive

To Change

Apathy Uncertainty Increased

Fear

Lack of

Momentum

Greater

Resistance

Reduced

Results

31


The Interrelated Pieces

Virtuous Circle of Change

Change

Leadership

Clear

Communication

Urgency

Engagement Clarity

People Embrace

The Change

Empowered

Employees

Improved

Results

32


Success with Change Management Key principles

An Art not a Science

Not just a Check Sheet

Exercise

Focus on helping

Individuals change

33


• Change is Hard!

• Leaders cannot dictate the Change

• Leaders MUST:

– Mobilise the organisation to want to change

– Have a clear and inspirational vision

– Lead their people to the new reality

– Empower their people

– Anchor the change into the organisation

Things to Remember!

34


THANK YOU!

Q&A

For further information:

Twitter: @mcdavis10

Blog: http://martindavis01.wordpress.com/

and: Enterprise CIO Forum at http://bit.ly/18xU0CC

http://martindavis01.wordpress.com/

http://martindavis01.wordpress.com/

http://bit.ly/18xU0CC



| 35 © 2014 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.

Statement of Confidentiality and Usage Restrictions

This document contains trade secrets and other information that is company sensitive, proprietary, and confidential, the disclosure of which would provide a competitive

advantage to others. As a result, the reproduction, copying, or redistribution of this document or the contents contained herein, in whole or in part, for any purpose is strictly

prohibited without the prior written consent of The Hackett Group.

www.thehackettgroup.com

j.d. irving ltd: importance of senior leadership ......2014/07/03 · martin is an experienced pmp...

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