Sue stewart

Delivering on the Brand Promise | 1

BUILDING AN ORGANISATIONAL CULTURE FOR ONGOING CHANGE AND DEVELOPMENTSusan Stewart, June 2011

ACTION 1: Understand the ‘who’ACTION 2: Explain the ‘why’ACTION 3: Communicate the ‘what’ACTION 4: Involve the ‘who’ACTION 5: Use social networks and peersACTION 6: Make it easyACTION 7: Sustain the actionThe best laid plans

BUILDING AN ORGANISATIONAL CULTURE FOR ONGOING CHANGE AND DEVELOPMENTSusan Stewart, June 2011

Content00

00

CHANGE MANAGEMENT

= OXYMORON

00

ENDINGS NEUTRAL ZONE BEGINNINGS

Commitment

AccomplishmentHigh Energy

Learning

Ambivalence

UnsureRelief

Creativity

Innovation

AnxietyResistance

Confusion

ScepticismDenial

Uncertainty

Excitement

Confusion

ReservationFrustration

Anticipation

Depression

Anger

Exploration

KUBLER-ROSS CURVE

00ONE AVERAGE20% staff will be supportive & positive towards change 60% are on the fence and need leadership in the context of change 20% will be negative towards change

70% of change efforts fail* WHY?**42% leadership

27% organisational & cultural issues23% people issues

4% technology issues4% other

*Kotter J (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April 1995.** Organisation Dynamics, Jim Markowsky, 1995

SOME FIGURES

ACTION 01:Understand the ‘who’01

ACTION 01:Understand the ‘who’01

PSYCHOLOGICAL

FORMAL

SOCIAL

Strebel P (1996) Why do employees resist change. Harvard Business Review. May-June 1996.

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ACTION 01:Understand the ‘who’01

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ACTION 01:Understand the ‘who’01

Eccelston R (2009). Day the gentleman’s game went to hell. The Advertiser. Wednesday 8 March 2009. pp.7

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ACTION 01:Understand the ‘who’01

ACTION REALIST

THOUGHTFUL REALIST

THOUGHTFUL INNOVATOR

ACTION INNOVATOR

IS IN

ES EN

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Innately we all want to know why … “Why should I”?

Where are you leading me? Why are you leading me there? Why should I follow you? Why now?

…and by the way, how do I get there? p.s. who else is coming?

ACTION 02:Explain the ‘why’02

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ACTION 02:Explain the ‘why’02

IN 2010, WE WILL BE A GLOBAL LEADER IN DESIGN AND CONSULTING UNDERPINNED BY RESEARCH

“

”

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SELLING THE PROGRAM

ACTION 02:Explain the ‘why’02

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ACTION 02:Explain the ‘why’02

USING THE THEORY

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ACTION 02:Explain the ‘why’02

Public Culture

VISION PUBLIC STRATEGY

UNDERLYING ASSUMPTIONS

ESPOUSED VALUES

STRUCTURES

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ACTION 03:Communicate the ‘what’03

communication outcome

A B 1-way inform or publicise

A B 2-way asymmetrical persuade

A B 2-way symmetrical mutual agreement

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ACTION 03:Communicate the ‘what’03

crit

ical

to

suc

cess

effort to changeLow High

Low

H

igh

KEEP INFORMED

MAINTAIN CONFIDENCE

WOO & WIN

MONITOR & RESPOND

2-way asymmetrical 2-way symmetrical

1-way1-way &

2-way asymmetrical

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ACTION 04:Involve the ‘who’04

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ACTION 04:Involve the ‘who’04

DEFINING THE VALUES

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ACTION 04:Involve the ‘who’04

#01

#03

#02

#04 #05

involvement

feedback

interviews

focus group sessions

observations

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ACTION 04:Involve the ‘who’04

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ACTION 04:Involve the ‘who’04

includewe share and communicate without boundaries

enablewe build trust and respect to achieve outstanding results

carewe support and mentor to grow opportunities and realise full potential

engagewe take initiative and responsibility to make a contribution

intrepidwe fearlessly investigate to generate an authentic idea

OUR CORE VALUESSTAND FOR WHO WE ARE WHAT WE DO AND WHERE WE WANT TO BE

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ACTION 05:Use social networks and peers

05

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ACTION 05:Use social networks and peers

05

Cro

ss-c

om

pan

y co

ntri

but

ion

Individual performanceLow High

Low

H

igh

DEAD WOOD

BUTTERFLY T-SHAPED

LONE STAR

Hansen MT (2009). COLLABORATION: How Leaders Avoid The Traps, Create Unity and Reap Big Results. Harvard Business Press

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ACTION 06:Make it easy06

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ACTION 06:Make it easy06

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ACTION 07:Sustain the change07

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The best laid plans08

BUILDING AN ORGANISATIONAL CULTURE FOR ONGOING CHANGE AND DEVELOPMENTSusan Stewart, June 2011