prof eddie obeng leading change hsbc jul 09 - …domino-212.pentacle.co.uk/downloads.nsf... · prof...

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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified

From http://www.PentacleTheVBS.com/

1

The Change Leader’sWorkPack

Del

iver

ing

Tom

orro

w

Eddie Obeng

ALL CHANGE!

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2

The Change Leader’s A.N.T.S.

Ove

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3Why Change?

What to Change to?

What to Change(Hard)?

What to Change(Soft)?

Who is to Change?

How to make theChange happen?

How to sustain theChange?

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4

Ways of working, culture, organisational myths and legends, personal beliefs

Why Change?Impact of New World, Self-imposed/ Imposed change

Achieving New world Transformation Success -Checklist:

What to Change (soft)?

Policies, measurements, systems, processes, rewards, infrastructure

What to Change (hard)?

How to sustain the Change?Joined-up management, future mapping, reward,

recognition, systems, organisation structure, contracts, management

How to make the Change happen?Programme of change, projects, policy development

process, project ownership, leadership

What to Change to?Opportunities fully taken account of, vision, innovation

Who to Change?Directors, process managers, project managers,

associates, suppliers

A.N

.T.S

.TMM

odel

A.N

.T.S

. Why Change?

What to Change to?

What to Change(Hard)?

What to Change(Soft)?

Who is to Change?

How to make theChange happen?

How to sustain theChange?

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5


Why

Cha

nge?

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6



6

Old WorldEv

olve

, D

omin

ate

or D

ieW

e ha

ve b

een

succ

essf

ul b

y:

Evol

ve D

omin

ate

or D

ie e

DdTM

New World

We

will

be

succ

essf

ul b

y:

Available from Pentacle.Co.UK

Copyright Eddie Obeng 1995 Copyright Pentacle 2005Al l Rights Reserved Not to be reproduced or copied

NEW SOLUTION S FOR A COMPL EX WORLD

Time

Rate

of

Lear

ning

Pace

of

Chan

geOld WorldNew World

Chan

ge

Old World – New World

Past Now

New

Wor

ldTM

1975 1980 1985 1990 1995 2000 2005

Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or

ModifiedFrom http://www.PentacleTheVBS.com/TCLWorkPack.htm

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7


Wha

t to

Cha

nge

to?

(sof

t)

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ALL CHANGE!

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8

My Greatest Hopes My Greatest Fears

Group Greatest Hopes Group Greatest Fears

For this session what are your greatest

Agreed Ground-rules/De-riskers

Hop

es&

Fear

sTM

HO

PES

& F

EARS

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9

1. Say AND not OR!Is your solution integrative? Is this rule relevant in this situation? If not why not?

What do you need to change about your solution?

2. Assume Fair=Different not Fair=EqualDoes your solution recognise the need to tailor actions to meet different populations/ needs?Is this rule relevant in this situation? If not why not?


3. Change DEPENDENCE to INTERDEPENDENCEIs your solution capable of self governance?Is this rule relevant in this situation? If not why not?


4. Do NOTHING of NO use!Is your solution designed to ensure focus on delivering to your goal of making money (delivering benefit to society)?Is this rule relevant in this situation? If not why not?


5. Stakeholders rule OK!Is your solution designed around the people who have to deliver it and live with the results?Is this rule relevant in this situation? If not why not?


6. Make time fit!To what extent have you made scoped your solution to the possible rather than the nice to have impossibleIs this rule relevant in this situation? If not why not?


New

Wor

ldTM

Che

ck-L

ist

7. CHUNK IT OR JUNK IT!’Have you reduced the scope to de-risk your solution appropriately?Is this rule relevant in this situation? If not why not?


8. ALL CONSTRAINTS INTO MEAT SPACEHave you ensured that your solution appropriately uses new technologies?Is this rule relevant in this situation? If not why not?


9. Unlearn EVERYTHING!Have you ensured that your solution appropriately uses new knowledge?Is this rule relevant in this situation? If not why not?


10. Don’t change anything!Have you taken into account the overall impact of change on your ability to deliver results?Is this rule relevant in this situation? If not why not?


11. LOOP IT UP!Is your solution self-sustaining?Is this rule relevant in this situation? If not why not?


12. Go VIRTUAL!Have you developed a solution with powerful results which relies on an approach which is not popularly adopted?Is this rule relevant in this situation? If not why not?


12 New

Rules for our

Real World

Thin

king

for

a N

ew W

orld

Available from Pentacle.Co.UK

Copyright Eddie Obeng 1995 Copyright Pentacle 2005All Rights Reserved Not to be reproduced or copied

NEW SOLUTIONS FOR A COMPLEX WORLD

Time

Rate

of L

earn

ing

Pace

of C

hang

eOld WorldNew World

Chan

ge

Old World – New World

Past Now

New

Wor

ldTM

1975 1980 1985 1990 1995 2000 2005

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10


Wha

t to

Cha

nge

to?

(har

d)

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ALL CHANGE!

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11

TANGIBLESin exchange for something physical

‘INFORMATISED’SERVICES in exchange for help, advice, (enjoyable) experience or information (service)

RISK REMOVALin exchange money in the future or to replenish lost money in the future

AURAin exchange for a belief, aura, brand or recognition

ACCESSin exchange for access to someone else's (or your) time or attention

Five

rea

sons

str

ange

rs g

ive

you

mon

ey..

.M

oney

Mak

ing

Mac

hine

5TM

Revenue rate - correlates with exclusivity/ difficulty

Revenue rate - correlates with need/ scarcity Multiplier/ qualifier/ definer

Revenue rate - correlates with perception/environmentRevenue rate - correlates with time/ease/immediacy/

frequency/ comprehensiveness/ emotional completeness

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12

Prof

itPro

fitab

ility

TM

Prof

itab

ility

%0

2

0

40

6

0

80

10

0

Amount of Profit/Yr..1 3 10 30 100 300 10 10 10 10 10 10

3 4 5 6 7 8

Old World Growth

New World Growth

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13

WHY NOT FIXED YET?

IF NOT FIXED…G

apLe

apAn

alys

is

Evol

ve D

omin

ateO

rDie

TM

IF FIXED…In

stan

t Sco

pe&

Just

ifica

tion

GAP The difference between where we are and where we would like to be...

Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/TCLWorkPack.htm

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14

Our New OfferOur New OfferCustomer Need/ Want

Customer Need/ Want

Competitor Response

Competitor Response

Futu

reM

appi

ng 3

TM

Customer/ Client/ Consumer/ Company/ Competitor/ Co-Opitor/ Collaborator/ Context Setters/ Contributor/ Channel

Estimating Sustainability of the Opportunity

Project Name

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15


Who

to

Chan

ge?

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16Find

ing

Stak

ehol

ders

Peop

le I

can

thin

k of

who

…. are

involvedbut the

change/project

couldhappenwithout

them

thechange/project

couldNOT

happenwithout

them

People I can think of who will….be damaged as a

result of thechange/project

benefit from thechange/project

1. 2.

3. 4.

Approach with caution - you willneed your antennae up and toexercise caution not to permanentlyalienate them.

Ask these people up front to committo support project/ change. Theywill be a great invisible resource.

No need to create enemies. UseIssue -Data-Question-Build toemotionally engage.

Try to get strong sponsorship fromthese people. Enlist them as alliesto help manage other stakeholders.

How do I find out who my stakeholders are?

Stak

ehol

derG

ridTM

P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N E S S S C H O O L

Copyright Obeng 2004 All Rights reserved

NEVER SURPRISE your Stakeholders

Build TRUST rapidly to ensure they are really engaged

Give them reasons to BET on your SUCCESS

Rem

embe

r...

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17

Sundeck of Success

Focus on the Future

1 Attic of Arrogance

Bad news from someone they respect

2 Contentment and Complacency room

Explain why they must Change?

4 Denial and Denigration room

Be clear on what has to Change?

Paralysis PitLearn from Action

5 Chaos and Confusion Room

Establish what to Change To?

Dungeon ofDespair

Motivation/Counselling

Wrong Direction DoorSack the Consultants!

3Revitalisation and Renewal Room

Explore how to Change and Sustain it?

How to Start?

4 Ro

om H

ouse

4

6 7

8

9

Mr

Min

dset

-In

itia

tion

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18

…av

oid

resis

tanc

e… e

ngag

e!Write it down here exactly as you would blurt it out

1. What I want to say... 2. What I will actually say...IssueID

QB

I D Q

B TMData

Question

Build Solution Together

Description of the problem/ opportunity

Example to make it clear and un-ambiguous what you’re talking about

Timing•All at once•As far as you can go in one

conversation•One step at a time

To trigger engagement

A dialogue

Copyright Eddie Ob eng 1995 Copyright Pe ntacle 2005 Al l Rights Reserved Not To Be Re produced , Copied or Modified

From http://www.Penta cleTheVB S.com/Workp ads.h tm

Lear

ning

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ran

sformThird Law of Change

Peop

le C

reat

e Ch

ange

- P

eopl

e Co

nstr

ain

Chan

ge

Rec

eptiv

enes

s to

Cha

nge

Surprise!

Stimulus!

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19

Peop

le w

ho s

eem

to

...

Notunderstand whatyou are

trying toachieve

Understand whatyou are

trying toachieve

People who seem to... agree with the goals

of your project/change

a. b.

c. d.

Not agree with thegoals of your project/

change

Enga

ging

Com

mit

men

t

How do I get even the awkward ones to engage?

Stak

ehol

derG

ridTM

2

P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N E S S S C H O O L

Copyright Obeng 2004 All Rights res erved

NEVER SURPRISE your Stakeholders

Build TRUST rapidly to ensure they are really engaged

Give them reasons to BET on your SUCCESS

Rem

embe

r...

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20

Building trust with…NAME

For the purpose of...Promise

What:

By when?

Remindthem you Promisedand You’ve Done it

How was reminder made?

Response?

Do It

Delivered?

Round 1

Promise

What:

By when?



Response?

Do It

Delivered?

Round 2

Promise

What:

By when?



Response?

Do It

Delivered?

Round 3

Promise

What:

By when?



Response?

Do It

Delivered?

Round 4

Test

E.g., Would you be comfortable with me doing/ saying/ etc in your absence?

Bind

ingR

ingO

fTru

stTM

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21

Plan to Test Principles & Patterns

ReflectionExperienceThe Implications Questions to ask:How do you think this will affect the future for: •you •your team •your stakeholders••

What response do you anticipate from:•your team•your stakeholders•competitors••

My Main Message

What I Anticipate the Implications will be

•••••••

Impl

i-K-

tions

Que

stio

nsTM

What They Anticipate the Implications will be

•••••••

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22

Peop

le I

thin

k ar

e be

ttin

g on

cha

nge/

pro

ject

...

Failure

Success

People who I think want the change/project to ...

FailSucceed

A. D.

B. C.

Gue

ssin

g M

otiv

atio

ns &

Pr

edic

ting

Beh

avio

ur

Stak

ehol

derG

rid 2

TM

How do I find out what they will do to get in my way?

Nothing special. Delegate day-to-day management. Inform ofdecisions in advance - just don’tupset them!

Listen to their criticism and acceptoffers of help.

Find out why they want failure.Remedy. Re-involve and inform ofsmall and big wins.

Remove from the main action. Findout why they want failure. Remedy.Re-involve and inform of wins.

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23

People morepowerful than me

People I needsomething from…

3. You will be able to call on the credits you build here in future

1. Enlist their allegiance in helping to tackle people in box 2

Subtly make sure that they are aware that you are helping them

4. Don’t waste your advantage by being coercive - Use charm or else they will gang

up with others against you

2. Play your cards close to your chest. Use alliances, Take your time. Get an ‘honest

broker’ to help present your case

People lesspowerful than me

People I have something to give…

Nic

’s P

ower

Gri

d

Nic

’sPow

erG

rid 2

TM

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24

Peop

le w

ho a

re .

..

Notshowing

real support

showing real

support

People who’s...

Success you affect through your delivery

a. b.

c. d.

actions affectyour success

Hig

hlig

htin

g Ri

sks

Who are the real showstoppers and how do I prevent them from stopping the show?

Don’t overplay your hand and become coercive. Don’t upset them. Show real gratitude for their help.

Gain continuing participation. Watch closely for any signs of declining support. Act immediately

Organise a straight-talking implications session as soon as possible

Use an ‘implications discussion’ to highlight the reasons they need to be more engaged in the project/change

Stak

ehol

derG

rid 2

TM

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25

… make it familiar …make it exciting

Write it down here how you would describe your idea

It’s like...L-

Eve-

8 3

0 Se

cond

Pit

ch

L-Ev

e-8TM

Meets...

But with/ without...

And what’s really cool about it is...

Description of a popular product/ film/ brand/person

Description of a popular product/ film/ brand/person

The distinctive properties of your idea

Why the Customer/Client will love it/ Why it is of real advantage to your organisation

Space for creative doodles

Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified

From http://www.PentacleTheVBS.com/Workpads.htm

Lear

ning

To T

rans

form

The

R.A.

B.B.

I.T.

Jou

rney

Key Concepts

Key Tools &Techniques

Push-Pull SparqsTM

Idea improvement

OrganoWebTM

Project Types andManagementApproach

Leadership

Protection

Chunking

De-Risking

Strategic Choice

Self-service

EmotionalEngagement

Establishing Value

Creating TheOpportunity

AchievingFocus

Making ItPossible

EngagingCommitment

Making ItHappen

Old/New WorldKnowledgeLiabilitiesTM

SmartFailureTM

MagicBoxTM

IdeasMagnetTM

Making Time Fit for‘Breathing’RABBIT TM ModelOrganoWebTM

VisualisationSparqingTM - sources ofinnovationLoop-It-UpTM

Leading2ResultsStickyStepsTM

Appear! TM RaisingVisibilityNWPMATMmethod/Project DynamicsTeamFit/DeadBodySyndromeHere-To-ThereTM

ReviewGapAanlysisTM-BadOldDaysTM

TimeReverseTM/Resourcing

Leadership Quiz2FixItNowTM

ChunkingTM

Partners Skill/Risk ProtectionStrategyGap AnalysisTM

Consumer/Customer/Client/ChannelBreakthrough team Future MapTM

OrganisationCapability

EDDTM Strategic ThrustFast-Good-CheapMoney MakingMachineTM

MirrorHurdleTM - SelfAppraisalGloveHurdleTM - FitanalysisShoeHurdleTM -Attractiveness/ Valueto customer

Hopes&FearsTM

EmoteTM - EnsuringResiliance DCRStakeholder Grid 1TM

IDQBTM

Stakeholder CommsPlanningStakeholder Grids2TM

ValueMappingTM

Champion-SponsorThe Cloak ofinvincibility

HealthCheck Scores:

DatabaseMean

R.A

.B.B

.I.TTM

69.93 63.1272.6467.52 73.85

0

50

75

85

95

HealthC

heckFeedbackBands

Copyright Eddie Obeng 2000 All rights reserved

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But with/ without the very small change that...The minimum distinctive properties of your idea

And because it’s the same we know it will work and in addition it will give us…The biggest improvement with the smallest change

… make it familiar …make it non-threatening

Write it down here how you would describe your idea

It’s almost exactly the same as…Description of an event or situation which your audience will befamiliar with

Futu

reFa

mili

ar

Futu

reFa

mili

arTM

Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified

From http://www.PentacleTheVBS.com/Workpads.htm

Lear

ning

To T

rans

form

The

R.A.

B.B.

I.T.

Jou

rney

Key Concepts

Key Tools &Techniques

Push-Pull SparqsTM

Idea improvement

OrganoWebTM

Project Types andManagementApproach

Leadership

Protection

Chunking

De-Risking

Strategic Choice

Self-service

EmotionalEngagement

Establishing Value

Creating TheOpportunity

AchievingFocus

Making ItPossible

EngagingCommitment

Making ItHappen

Old/New WorldKnowledgeLiabilitiesTM

SmartFailureTM

MagicBoxTM

IdeasMagnetTM

Making Time Fit for‘Breathing’RABBIT TM ModelOrganoWebTM

VisualisationSparqingTM - sources ofinnovationLoop-It-UpTM

Leading2ResultsStickyStepsTM

Appear! TM RaisingVisibilityNWPMATMmethod/Project DynamicsTeamFit/DeadBodySyndromeHere-To-ThereTM

ReviewGapAanlysisTM-BadOldDaysTM

TimeReverseTM/Resourcing

Leadership Quiz2FixItNowTM

ChunkingTM

Partners Skill/Risk ProtectionStrategyGap AnalysisTM

Consumer/Customer/Client/ChannelBreakthrough team Future MapTM

OrganisationCapability

EDDTM Strategic ThrustFast-Good-CheapMoney MakingMachineTM

MirrorHurdleTM - SelfAppraisalGloveHurdleTM - FitanalysisShoeHurdleTM -Attractiveness/ Valueto customer

Hopes&FearsTM

EmoteTM - EnsuringResiliance DCRStakeholder Grid 1TM

IDQBTM

Stakeholder CommsPlanningStakeholder Grids2TM

ValueMappingTM

Champion-SponsorThe Cloak ofinvincibility

HealthCheck Scores:

DatabaseMean

R.A

.B.B

.I.TTM

69.93 63.1272.6467.52 73.85

0

50

75

85

95

HealthC

heckFeedbackBands

Copyright Eddie Obeng 2000 All rights reserved

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27


How

to

mak

e th

e Ch

ange

ha

ppen

?

Del

iver

ing

Tom

orro

w

ALL CHANGE!

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28

BEHAVIOUR

EMOTIONS

ACTIONS

THINKING

SITUATIONCom

plet

eLea

ders

hip

Focu

s5TM

Com

plet

eLea

ders

hip

TRANSMIT RECEIVE

What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)

Reinvention through effective

LEARNING


Creating a compelling

VISION


Alignment through

INCLUSION


Driving through

DIRECTION


Emotional engagement through

MOTIVATION

Remember to...

Remember to...

Remember to...

Remember to...

PAIN

TIN

G-

BY-N

UM

BERS

QU

EST

FOG

MO

VIE

Spec

ific

issu

es..

.

Spec

ific

issu

es..

.

Spec

ific

issu

es..

.

Spec

ific

issu

es..

.

Leading to Results...

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29

WE MUST HAVE…(First word is a VERB)

* Sequence:1. Earlyish lateish - normal2. Easy hard - credibility3. Engaging key stakeholders mixed involvement

Stic

kySt

epsTM

41.

Gai

ning

Per

spec

tive

IN ORDER TO HAVE … (First word is a VERB)Pl

anni

ng w

ithou

t ter

rorSt

icky

Step

s

Complete the sentenceSequence* the 'stickies'Break down each level until you reach tasksMark the task ’T’

Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or Modified

From http://www.PentacleTheVBS.com/TCLWorkPack.htm

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30



30

Stic

kySt

eps 5

TM

2. S

ched

ulin

g

Plan

ning

with

out t

erro

rSt

icky

Step

s Week 1NOW

Week 2 Week 3-4

Write the person’s name here in a horizontal line with the action

Or

Write the persons name on the sticky

Month 2 Month 3 Quarter 2Arrangement:

Q 3-4

Task TTask T

EndEn

d

Task TTask T

SOON

LATER

Yr 2

Who?Who is accountable for this happening?

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31

Fears /Risks(at the start)

Contingency or Plan B<Fears /Risksstill left only>

Monitoring<Fears /Risksstill left only>

Fears /Risks(still left)

Contain-ment Actions

Fix-It-NOW!

Use Hopes&FearsTM

What went wrong in the past, etc

When it all goes wrong: Insurance? Money? Alternatives?

Early Warning signs - Who’s looking out?

<Copy remaining Fears from first column to this on>

How do we stop it affecting/ wrecking everything else?

What to do? - By Who?- By When?

Fix-

It-N

owTM

3

Surv

ivin

g th

e A

liens

Fix-

It-N

OW

1. IDENTIFY THE DANGER

5. IF ALL PLANS FAIL -NOW WHAT?

4. KEEP AN EYE ON IT

3. LIMIT IT/ CONTAIN IT2. KILL IT NOW! IF YOU’RE SAFE

RELAX OR…

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32

More of the same

in different/ more

demanding conditionsWe have

coreexperience

We know where

we are, but need to find out where to go and

that'sdemanding

We know where to go but we don't know how

Don't know where we are, don't

knowwhere to go

butwe can't

stayhere

PAINTING BYNUMBERSKnow WHAT & HOW

QUESTKnow WHAT

MOVIEKnow HOW

FOGDon’t know WHAT or HOW

(or WHY)Type of Problem

Type of Change needed to be carried

out

Type

s of C

hang

eTM

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33

Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm

Lear

ning

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rm16

Pain

ting

-by-

Num

bers

Proj

ects

whe

re t

he G

oals

and

Met

hods

are

ful

ly k

now

n

Defining initiative

and evaluation

at high level.

Refining Project, agreeing terms of

reference

Developing detailed

Planning & Resourcing

Implementing

Milestones

Close-out Hand-over

AllC

hang

eTMM

etho

ds 6


Lear

ning

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rm17

Que

sts

Proj

ects

whe

re t

he G

oals

is k

now

n an

d pa

rt o

f th

e pr

ojec

t is

dev

elop

an

appr

opri

ate

Met

hod

Building Commitment

Definition

Selecting Options

Implementing

Review Assessment &

SelectionResourcing

Setting Limits

Implementing

Implementing

Implementing

Close-out Hand-over

Definition Building

Commitment

Selecting Options

Resourcing Setting Limits

Implementing

Implementing

Time/M

oney Limit

Time/M

oney Limit

AllC

hang

eTMM

etho

ds 7


Lear

ning

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rm18

Seeking & Identifying Stakeholder

s

Mov

ies

Proj

ects

w

here

the

M

etho

ds is

re

stri

cted

an

d be

nefi

ts

only

occ

ur

from

the

de

liver

y of

be

st G

oal

Explore GoalsRedefine

Goals

Create Story Board

Review With

Stakeholders

Resourcing Core Team

Sticky Steps

PlanningStep

Implement

Review With

Stakeholders

Agree Goals

Setting the Vision

Modifying Goals to Match

Resources

Step Review Check vs

Vision & Modify

Review With Stakeholders

Step Implement

Step Review

AllC

hang

eTMM

etho

ds 8


Lear

ning

ToTr

ansfo

rm19

Fog

Proj

ects

w

here

the

bo

th t

he

Goa

ls a

nd

Met

hods

are

no

t fu

lly

know

n

Establishing

Communication

Methods

Seeking & Identifying Stakeholde

rs

Gaining Problem

Agreement

Setting the Vision

Resourcing Core Team

Review with Stakeholders

Close Step Hand-over

Record Learning

Step Implementation

Decide Next Step

Step Review

Step Review

Review & Develop Vision

Review with Stakeholders

Close Step Hand-over

Record Learning

Step Implementation

Decide Next Step

Step Review

Step Review

Review & Develop Vision

AllC

hang

eTMM

etho

ds 9

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ning

ToTr

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34

4Cas

tTM

Forecast Horizon = Period over which we can forecast the future with acceptable certainty

Strategic Horizon = Period over which we would like to review

Now Soon Later

Tim

ing

of S

trat

egic

Eve

nts

Whe

n w

e w

ould

like

to

cons

ciou

sly

man

ipul

ate

the

futu

re 5

4

3

2

1

0Yr

INVENTThe Future

LEAD Organised Talent

DELIVER Today

DELIVERTomorrow

ENSURE Results

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ning

ToTr

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35


How

to

sust

ain

the

Chan

ge?

Del

iver

ing

Tom

orro

w

ALL CHANGE!

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ning

ToTr

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36



36

HARDTangible £€$SpeedQuality

Mea

suri

ng P

erfo

rman

ce

Yard

Stik

TM

1. External

8. Internal7. Internal

2. External

5. Internal 6. Internal

4. External3. External

SOFTExperienceRelationship

ABSOLUTE RELATIVE

External - outside our organisationInternal – inside our organisation

How will you know you’re succeeding?What will you measure?

Absolute – number out of contextRelative - number in context or in comparison

OnB

a-l-

ance

TM

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37

AccountableResponsibleProject Name:

You are counting on this person to deliver…

Has/ owns the resources which allow them to respond

ChunkTask

ActivityOutcome

R.A

.P.I.

D

Provides Input

Provides input in the form of resource information, materials, QA, etc.

Decision owner

Has the Decision rights associated with this…

R.A.

P.I.

D.

Who has what role in ensuring success?

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ning

ToTr

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38

CHECKERDOERSOLVERCARERKNOWER

PAINTING-BY-

NUMBERS

Team

Fit 8

TM

QUEST

FOG

MOVIE

•Stakeholder review•Sign-off proceedure•Peer review

•Closely spaced milestones•Working meetings•Paired/shared accountabilities•Outsourcing

•Brainstorming•Bencharking/Visits

•Team social activities•Leader 1:1s

•Bring in Experts•Use Consultants•Training•Practice/Rehearsal

Typical compensating actions

Very Useful

Useful

Not so useful

Team

Fit

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ning

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39

Build

ing

a se

cure

Fut

ure

by re

flect

ing

on th

e Pa

stAc

tion

Rep

lay

Why did it work?How can we do more?

Why did it fail?What can we do differently

next time?

Why did this go wrong?How can we avoid it in future?

Why did this happen?How can we repeat it?

Worked well? Failed?

Plan

ned?

Not

Pla

nned

?

Write out post-its and stick them on here first and Discuss afterwards

Write out post-its and stick them on here first and Discuss afterwards

Act

ionR

epla

yTM

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40

CHECKOUTMake sure that they have fully described what has happened for them so far

CO.A

.C.H

.

CO.A

.C.H

.TMASKAsk questions to deepen THEIR (not your) understanding

CHALLENGEChallenge them on what or how they are going to do differently

offerHELPIf / when they are unable to gain a deeper understanding or they can not rise to your challenge then and only then do you offer help

Remember to count to 5 before answeringYour other tricks•••••

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41

What do I Want as an outcome?

For each option if chosen, what will happen Next?•••

What are my Options?••••…

deci

sions

…D

ecisi

ons..

.What is the real Issue?

Who are the key Stakeholders?ISW

ON

I S W

O N

TM

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ning

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42

Write it down here exactly as you would blurt it out

2. What I will actually say...

1.PurposeWhy is this important/ necessary?

5 Ps

IDQ

B 2TM

2. PrinciplesWhat are the key things to remember to do/ not to do?

4. ProcessHow it could be carried out You can miss out this step?

5. PerformanceWhat will happen when we have succeeded?/How will we know we are winning?

3. PeopleWho are the key stakeholders?

1. What I want to say...

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43


Roles not JobsDeliverables not Resources

Accountabilities: You are counting on them to deliverResponsibility: They have the ability to respond

Make the most natural working way the actual working way

1. Issue/ Opportunity2. Information-check priority, implications, etc3. Stakeholder list:: To whom was commitment made? Who else is part of the Virtual Team? Who do I need to take along? Who else would this affect? Is there an appropriate leadership forum?4. Check with key stakeholders5. Resolution: Take local decision and inform stakeholders or create recommendation6. Agree/decide with stakeholders7. Close and communicate

SUPPLIERS

ALLIANCES

PARTNERSCORECAPABILITIES

PROFESSIO

NA

L SERVICES

CUST

OMER

S

COMM

UNIT

IES

CLIE

NTS

MONEY

MAKIN

GPR

OCES

STE

AMS

MO

NEY

MA

KING

PROJECT

TEAM

S

LEAD

ERSH

IP &

CO-O

RDIN

ATIO

N FO

RUMS

Pentacle Organow

ebTM

MONEY MAKING SOLUTIONS TEAMS

OPERATING PRINCIPLES1. Interdependence - make this clear2. Separate accountability and responsibility3. Federalism: the best person to do it should do it4. Virtuality: The effect is important, not the form5. Control must never outweigh leadership

Providing expert skills & resources

which are crucial to delivering the

money making processes, projects

& solutions and building talent

Prov

idin

g st

rate

gy,

leade

rshi

p, vi

sion,

cultu

re

and

inte

rnal

coor

dina

tion

and

cont

rol

Providing professional advice and support to the w

hole organisation

Providing a focus on

External Inputs

Prov

idin

g a 1

00%

focu

s on

need

s

Optimising outcomes

Delivering

big change

Ensur

ing da

y-to-

day v

alue

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ning

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44

Write it down here:

The Commercials/ Financials-Before After

In?Out?Invested?

The (WIIFM) What’sInItForMe? For you major stakeholders-Internal

External (customers)

The description of the Deliverables

2. What I will actually say...

Once upon a timeCurrent situation

Key players

The problem - Don’t forget to tell them-what they see

what they hear (i.e.) what people are saying

how people feel

Upo

nATi

me

Upo

nATi

meTM

Many had tried (Optional)Previous attempts at solutions

But one brave team…Who

Why they were ill equipped

What they did to improve their chance of success

Explain the execution plan (Optional)

And they all lived happily..Future situation

Key players

The solution - Don’t forget to tell them-what they will see

what they hear will (i.e.) what people will be saying

how people will be feeling

But it only got worse (Optional)

How the problem evolved

1. What I want to say...

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45

NewWorld

NewWorld NewWorld

NewWorldNewWorld

What to Change to? Hard and Soft

What to Change?Hard and Soft

How to make the Change happen?

How to sustain the Change?

Who is to Change?

Why Change?

Chan

geCo

mpa

ssTM

Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm

Why Change?

What to Change to?

What to Change (Soft)?

What to Change (Hard)?

Who is to Change?

How to sustain the Change?

How to make the Change happen?

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46

Mor

e, m

ore

mor

e... Books

Carry out a HealthCheckHow am I doing?

Download more WorkPadsHow can you guide me...

Solution guidesHow do I…?

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If yo

u w

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ore

prof eddie obeng leading change hsbc jul 09 - …domino-212.pentacle.co.uk/downloads.nsf... · prof...

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