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