THREE STEPS TO CHANGE 1ST ENGAGEMENT, 2ND ALIGNMENT 3RD STRATEGY
This is part of a series of blogs, posts and articles on managing change. Please feel free to comment, add feedback or perhaps share your own experiences, recommended reading or favourite resources from the internet.
If you want to meet to discus any of the elements mentioned here please don’t hesitate to get in touch. Tim Mob 447797762051
KEY THOUGHTS
Strategy works best when leaders create an evidence-based culture—one in which they are able to transform their vision into their organization’s purpose and encourage diversity of thinking to gain alignment and engagement.
Replicate: reproduce a previously successful strategy/ value proposition.
Formulate: take a gamble on an unproven strategy/ value proposition.
Evidence-led: Create a value proposition hypothesis and interrogate it with evidence.
Success is about delivering value and this is best and most reliably achieved through engaging with people, markets, and data and then gathering evidence on that reality and making decisions accordingly.
Strategy: the plan for how the organization intends to create value going forward
Engagement: the extent to which people will voluntarily invest their efforts beyond the financial or contractual benefits to them and
Alignment: the structures, systems, processes, and protocols necessary to position the organization to realize its strategy, objectives, and desired outcomes.
“I think the most important role for the CEO is to, first, develop a great leadership team and to develop with that leadership team a clear strategy,”
“Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe.
Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success.
These leaders formulate a value proposition and then move to create a strategy to deliver it. Rather than test the hypothesis and open it up to debate with stakeholders, they forge on with their unproven value proposition. Typically, they are selective in soliciting opinions, listening only to those who agree with them or support their worldview. The results are usually disastrous.
REFERENCE
The Success Formula: How Smart Leaders Deliver Outstanding Value
By Andrew Kakabadse Start reading it for free: http://amzn.eu/hcYNAjQ
GET IN CONTACT
If you to discuss these ideas or anything related to managing change please get in touch.
Tim HJ Rogers
Senior Consultant / Project Manager
Mob 447797762051 Skype timhjrogers Twitter @timhjrogers
Adapt Consulting Company - Consult, CoCreate, Deliver
Business Analysis – Projects – Processes – Programmes
Website http://www.adaptconsultingcompany.com
Linked-In https://www.linkedin.com/in/timhjrogers/
Monday, 30 December 2019
About to renew or register with Office of Information Commission
About to renew or register with Office of Information Commission
Can you answer YES to these questions…
- Have you assessed the risks involved in processing personal data and put measures in place to mitigate against them?
- Is there a documented security programme that specifies the technical, administrative and physical safeguards for personal data?
- Is there a documented process for resolving security related complaints and issues?
- Is there a designated individual who is responsible for preventing and investigating security breaches?
- Are industry standard encryption technologies employed for transferring, storing, and receiving individuals’ sensitive personal information?
- Is personal information systematically destroyed, erased, or anonymised when it is no longer legally required to be retained.
- Can access to personal data be restored in a timely manner in the event of a physical or technical incident?
Maybe we can help?
We offer training, templates and tools for data protection and information security including the very successful Data Eventory.
Data Eventory provides a log of your processes, your data, details of storage and sharing as well as copies of Data Protection Impact Assessments (DPIAs) and Data Sharing Agreements. It also provides traffic light reporting and is a go-to tool if you have a Breach or Cyber issue and need to understand all the data, stakeholders, provisions and agreements. This is a great asset with full import, export, automation and flow available through the Microsoft compatible toolkit.
If you want help with managing data protection or information security, get in touch.
Adapt Consulting Company - Consult, CoCreate, Deliver
Mob 447797762051 Skype timhjrogers Twitter @timhjrogers
Saturday, 28 December 2019
Maybe we can help with your data & security New Year’s Resolution?
Maybe we can help with your New Year’s Resolution?
We offer training, templates and tools for data protection and information security including the very successful Data Eventory.
Data Eventory provides a log of your processes, your data, details of storage and sharing as well as copies of Data Protection Impact Assessments (DPIAs) and Data Sharing Agreements. It also provides traffic light reporting and is a go-to tool if you have a Breach or Cyber issue and need to understand all the data, stakeholders, provisions and agreements. This is a great asset with full import, export, automation and flow available through the Microsoft compatible toolkit.
If you want help with managing data protection or information security, get in touch.
Adapt Consulting Company - Consult, CoCreate, Deliver
Mob 447797762051 Skype timhjrogers Twitter @timhjrogers
Saturday, 14 December 2019
THE TOP 10 TIPS FOR PROJECT SUCCESS
The list of success factors for Projects, in rank order are….
1.Clearly
defined objectives
2.Good
planning and control methods
3.Good
quality of project managers
4.Good
management support
5.Enough
time and resources
6.Commitment
by all
7.High
user involvement
8.Good
communication
9.Good
project organisation and structure
10.Being
able to stop a project
If you want help with managing projects, programmes or change, get in touch.
Adapt
Consulting Company - Consult, CoCreate, Deliver
Mob 447797762051 Skype timhjrogers
Twitter @timhjrogers
Tuesday, 19 November 2019
3 WAYS TO SECURE CHANGE
I
was recently talking with a client about the importance of leadership in change
and it reminded me of a story about teaching.
About
20 years ago I was asked “If you didn’t understand something at school who did
you ask, the person next to you, a friend or the teacher?” I said I’d ask my
friend before I troubled the teacher.
In
that moment I realised that leadership is important (it would not be a successful
class without a teacher) but perhaps it was not the most important factor, or
indeed greatest motivator for my progress. Peer groups, colleagues and intrinsic
(motivated by internal desire) and extrinsic (motivated by external reward or
recognition) motivators are perhaps more important and the role of the teacher
is as much to create the right environment as to give the right answer.
All
this is part of the messiness of culture. I believe above Adrian Moorehouse’s
Olympic Pool there is a banner that says “We create the environments in which
success is inevitable”. So it is worth exploring some of the elements that help
change stick.
ANCHORING
THE CHANGE THROUGH ORGANIZATION’S STRUCTURE
Changing
the structure and reporting can embed change. It immediately highlights where
the problems are occurring, where there is resistance, and this allows
management to focus their effort precisely on the point where it is needed.
However, not all change can be managed through structure. Moreover structural
change is complex and costly and often creates anxiety and unhelpful politics.
ANCHORING
THE CHANGE THROUGH RECOGNITION AND REWARD SYSTEM
One
of the main reasons why change initiatives do not stick is because the support
systems are not aligned with the change. When a change is implemented, the
support systems, including incentives, recognition, reward and performance
measures, should support, encourage and reward successful change.
ANCHORING
THE CHANGE IN THE ORGANIZATION’S CULTURE
The
third method of anchoring the change is to combine hard change with a change in
the organization’s culture. This is by far the most difficult type of change to
achieve–creating organization culture is a book in itself–but when it does
occur, the change can be most profound and widely owned and accepted.
The
third method of anchoring the change is to combine hard change with a change in
the organization’s culture. This is by far the most difficult type of change to
achieve–creating organization culture is a book in itself–but when it does
occur, the change can be most profound and widely owned and accepted.
To achieve this, you’ll need to
1.
Change all the symbols and stories of the old
culture and create new ones. See Cultural Web https://www.leadershipcentre.org.uk/artofchangemaking/theory/cultural-web/
2.
Make a bold statement about the new culture and
both communicate and demonstrate it.
3.
Ensure all management and ,leadership model the
new culture
4.
Systematically remove any people or impediments
to new culture
5.
Align with organization’s recognition and reward system
6.
Regularly review using evidence from customers,
staff, other stakeholders
I look forward to comments which are always welcome and am
always grateful for recommended books, videos or research.
@TimHJRogers +447797762051
https://www.linkedin.com/in/timhjrogers/
MBA (Management Consulting) Projects & Change
Practitioner,
http://www.timhjrogers.com
#LEADERSHIP #CHANGE #PROJECTS
Friday, 15 November 2019
USING A HOW DIAGRAM TO DISCUSS PROBLEMS AND POSSIBILITIES
I have recently been running some workshops using a very
simple technique. It’s not new, and it is not particularly clever. But it is
simple and it does work.
The “How Diagram” is a simple concept. For each agreed
objective you list all the possible “how can we do this”. The result is a long
list of possible tasks which individually or cumulatively will explain “how we
will do this” and ostensibly provide a menu of “how this can be done”.
A simple example:
Objective: I want to run a marathon in 4 hours
How? Get used to running distance.
How? Run
every day.
How?
Wake early and go for a run, no matter how short or long
How?
Set alarm clock for 5:30am to wake and be ready
How?
Prepare the night before and go to bed early
The above forms a logical chain of tasks: A, then B, then C,
then D etc
Of course, there may be many, many chains that cumulatively
and incrementally help achieve a marathon in 4 hours from flexibility, fitness,
diet, time, commitment, training buddies, good shoes, a training plan. For each of these there may be a logical chain
of tasks: A, then B, then C, then D etc.
Every one of these can be broken into simple “how would I do
this” steps. With this type of simple easy-to-do approach success is as simple
as following a recipe. Whilst this is
not a guarantee, such an approach significantly improves the probability of
success.
I have been using this as a tool for industry consultation
and it is rewarding to see the wide variety of different means to achieving the
shared objectives.
Each separate chain of tasks (A, then B, then C, then D etc.)
is evaluated for time, cost, resource, risk, feasibility, suitability and
acceptability.
We also separate “quick wins” from “big -slower- wins” and
the urgent (time critical) from important (strategically critical). So we can
see which sequences of tasks are easy or hard, cheap or expensive, easy or hard
to deploy and examine which are likely to have the best effect.
None of this is new, but I had such good feedback I thought
I would share.
Comments and suggestions (including other tools, approaches
and experiences) are always welcome.
@TimHJRogers +447797762051
https://www.linkedin.com/in/timhjrogers/
MBA (Management Consulting) Projects & Change
Practitioner,
http://www.timhjrogers.com
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