Masterclass on Radical Thinking, Change and Transformation for London leadership Academy

Platforms not programmes
NHS MasterclassRadical Thinking, Change and TransformationLeading Across London for the NHS#NHSchange
New truths begin as heresies (Huxley, defending Darwins theory of natural selection)Source of image: installation by the artist Adam Katzwww.thisiscolossal.com
Via @NeilPerkin
Starts on the fringe (at the edge)Starts with the activistsGary Hamel
always
I amar prestar aen, Han mathon ne nen, Han mathon ne chae, A han noston ned gwilith
The world is changed,I feel it in the water, I feel it in the Earth,I smell it in the air
Galadriels prologue: The Lord of the Rings: The Fellowship of the Ring
@HelenBevan #NHSchange
SEISMIC SHIFTS
@HelenBevan #NHSchange Kinthi Sturtevant, IBM 13th annual Change Management Conference June 2015
We rarely see two, three or four year change projects anymore. Now its 30-60-90 day change projects
Source: Bromford P (2015), Whats the difference between a test and a pilot?
DIGITALCONNECTIONSEISMIC SHIFTS
Empower your staff to be the voice of the organisation. Theyve got audience & credibility Employees have 10x more connections than corporate social accounts
@HelenBevan #NHSchange How does the NHS improvement community prefer to communicate?
Work complexitySEISMIC SHIFTSDIGITALCONNECTION
Hierarchical power
Work complexity
In a connected world, power no longer emanates from the top of the heap, but the centre of the network.Greg Satell, 2015
Greg Satell: http://www.digitaltonto.com/2015/how-power-is-shifting-from-corporations-to-platforms/
Hierarchical power
Work complexity
Change from the edge
http://www.slideshare.net/Openpolicymaking/policy-lab-slide-share-introduction-final
@HelenBevan #NHSchange Why go to the edge?
Leading from the edge brings us into contact with a far wider range of relationships, and in turn, this increases our potential for diversity in terms of thought, experience and background. Diversity leads to more disruptive thinking, faster change and better outcomesAylet Baron
@HelenBevan #NHSchange Thinking processes for better outcomes
The tricky bitOurstarting point@HelenBevan
@HelenBevan #NHSchange Jeremy Heimens TED talk What new power looks like https://www.youtube.com/watch?v=j-S03JfgHEA
old power
new powerCurrency
Held by a few
Pushed down
Commanded
Closed
TransactionCurrent
Made by many
Pulled in
Shared
Open
Relationship
For more information/explanation visit: The Collaboration Pyramid revisited
@HelenBevan #NHSchange Change programme at the topNeed to be doing stuff at bottomRedraw slide21
Three types of levers for large scale change
Prod mechanisms targets performance management price & payment incentives regulation competitionProactive support relies on building intrinsic motivation in staff to make the right changes to improvePeople focused education and trainingnational contractsprofessional regulation clinical quality standards
Type one:Type two:Type three:Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
@HelenBevan #NHSchange Three types of levers for large scale change
Prod mechanisms targets performance management price & payment incentives regulation competitionProactive support relies on building intrinsic motivation in staff to make the right changes to improvePeople focused education and trainingnational contractsprofessional regulation clinical quality standards
Type one:Type two:Type three:Source: Health Foundation report Constructive comfort: accelerating change in the NHS 2015
Less than 10%of the potential for improvement at system level can be delivered through type one change
@HelenBevan #NHSchange Is your change process a cathedral or a bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf
@HelenBevan #NHSchange Cathedral and Bazaar is an essay, then book, byEric S. Raymondonsoftware engineeringmethodsIllustrates the struggle between top-down and bottom-up designTheCathedralmodel: restricted access to code, code only available with each software release controlled / limited / restricted / closedTheBazaarmodel, in which the code is developed over theInternetin view of the publicRaymond's proposition that "given enough eyeballs, allbugsare shallow"- the more openly and widely available the source code is for public testing, scrutiny, and experimentation, the more rapidly all forms of bugs will be discovered.Raymond claims that an inordinate amount of time and energy must be spent hunting for bugs in the Cathedral model, since the working version of the code is available only to a few developers.24
We have a lot of cathedrals
Source: Sewell (2015) : Stop training our project managers to be process junkies
In a world of mounting performance pressure, [organisations and change processes] need to evolvethe most successful will be those that evolve into movements.
Success will be determined by their ability to mobilise, inspire and support an ever-expanding array of participants extending far beyond their own four walls
John Hagel, SXSW 2015http://www2.deloitte.com/us/en/pages/center-for-the-edge/articles/john-hagel-at-sxsw.html @HelenBevan @TheEdgenhs #EdgeTalks
@HelenBevan @Jodi Olden #EdgeTalks
@HelenBevan #NHSchange The power of the platformFacebook, YouTube, Twitter and their lesser cousins have proved the power of the platform. They have shown that if your average 21st century citizen is given the tools to connect andthe freedom tocreate, they will do so with enthusiasm, and often with an originality that blindsides the so-called creative industries...Good leadership is no longer about taking charge or imposing a strategic vision but about creating the platforms that allow others to flourish and create Ashoka http://www.virgin.com/unite/entrepreneurship/what-does-leadership-mean-in-the-21st-century
@HelenBevan #NHSchange Why platforms are the new powerOld power wont deliver what we need to27
systematic change managementtoo often, leaders prescribe outcome and method of change in a top-down waychange is experienced by people at the front line as have to (imposed) rather than want to (embraced)
Change Programmes
everyone (including service users and families) can help tackle the most challenging issuesvalue diversity of thoughtconnect people, ideas and learningRole of formal leaders is to create the conditions and get out of the way
Change Platforms
Tear down the walls
@HelenBevan #NHSchange A space (physical or virtual) that is created so people get the choice and opportunity to collaborate without boundaries to achieve a common purpose, tackle a challenge or improve a situationChange platforms tackle silo thinking and other barriers to the exchange of knowledge. They enable a diverse group of people to come to the table, share ideas, insight and learned experience, co-create solutions and launch experiments. Platforms thrive on trust, relationships and the collisions of minds. They build energy for change.
What is a change platform?Definition by @JodiOlden & @HelenBevan 2015
30
Change comes naturally when individuals have a platform that allows them to identify shared interests and to brainstorm solutions.Gary Hamel & Michele Zanini, 2014Build a change platform not a change program
Joys Law: No matter who you are, most of the smartest people work for someone elseBill Joy, Sun Microsystems
Its become a kind of Joys Lawfor the networked erathe best resources and capabilities always lie somewhere else.Greg Satellhttp://www.digitaltonto.com/2015/4-things-you-should-know-about-platforms/?ct=t%28Why_Some_Movements_Succeed_5_31_2015%29
Platforms give access to resources
32
Evolving kinds of change platforms:
They overlap!Connecting platformsMobilising platformsLearning platformsKnowledge platformsCrowdsourcing platforms

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