ACESA and CEO Forum N. Ireland Plan or be Planned for Slieve Russell Hotel 14 – 15 April, 2011...
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Transcript of ACESA and CEO Forum N. Ireland Plan or be Planned for Slieve Russell Hotel 14 – 15 April, 2011...
ACESA and CEO Forum N. Ireland
Plan or be Planned for
Slieve Russell Hotel14 – 15 April, 2011
Eddie Molloy, Ph.D.DirectorAdvanced Organisation
1
Four Stances vs. EnvironmentInactive: • Lie low, sit tight
• Rely on inertia• This too will pass
Reactive: • Do nothing until you’re told• Retaliate, blame them• Minimal response• Good boy scout
Preactive: • Get ready for what you can predict• Plan
Proactive: • Change how you are framed/viewed• Find a new more relevant role• it’s up to us.
‘it is naive to believe someone else will work it out correctly.’
2
Strategic Re-think and Adjustment
• Companies on a positive, predictable trajectory, then - - -
• Hit by perfect storm: (Ireland’s Five-Part Crisis; NESC)• Banking• Public finances• Competitiveness• Social crisis• Reputation• Plus legitimacy of major institutions
• Implications: - Discontinuous change (vs. incremental)
- Urgency of execution
3
Scale and Urgency
Incremental/Continuous Strategic/Radical/ Discontinuous
Anticipatory Tuning Re-orientationRe-directing
Reactive Adaptation Re-creationOverhauling
4
What changes when the change is discontinuous/radical?
• Wind down in orderly way• Rationalisation of portfolio• Mergers, acquisitions• New business model, e.g. fee for service.• On-line vs. face-to-face service delivery• 20 – 30% reduction in costs• New internal structures• Significant innovation• Cultural change• New blood at Senior levels (Public Service)• New Name/brand
5
Stakeholders Want to-day Will want tomorrow
Ought to want tomorrow
Fix Plan Reframe
Open Systems Planning
6
Unit of Analysis and ChangeFuture competitiveness Plan 23 Separate Performance improvement Plans
- - - 23
1 2 3 4 5 6 7 8 9
Continuing competitiveness Plan
1 Plan for Dublin Brewery
C C P No. 2
1 Plan for all Breweries in Ireland
C C P No. 31 Plan for all Breweries in
Ireland and UK
7
Mergers/Joint VenturesOrg. A Org. B Org X
(Prospectus)
MissionValuesStrategy• Portfolio• Differentiation• Vehicles• PaceBus. Model (Financial Strategy)
ORGANISATION • Structure• Skills• Process• Facilities• Info• Measures• Culture
Place to Work• People• HR policies
Leadership/ Management• Competence• Processes
External Relations
+ =
8
Why / Drivers
• Compelling Case• Burning platform
• Vision• Destination
Who is impacted +-
When – sequence
Name responsible person
Is budget allocated
System of Accountability
Dates of 1st, 2nd Review
‘Hard’
‘Soft’ How Change
What
Where to• Strategy• Structure • Budget• Culture • Staffing • Facilities, ICT
• Work practices• Measurement• Management• Processes• Etc. Relations
9
Appeals to Guilt and Fear
Appeals to Ideals, Inspires
Time
Fast
What has to be addressed?The Organisational Iceberg
• Strategy: Portfolio, priorities, arenas• Structure• Resource allocation• Management processes• Core Business processes• Work practices• Reward systems• Staff numbers• Skills, competencies• Etc.
• Culture
• Loyalties
• Beliefs
• Work Ethic
• Identity
• Attitudes to
Depth
Slow
RiskEtc.Etc.
10
Taboo
Discussible
Technical Challenge
Cultural Challenge
Tactics
• Which has been dominant mode• Given urgency and scale where do we need to be?• Consequences of any shift in mode?
The Place of ‘Partnership’
Theory E: Action, Results, Decisiveness - - -
Theory O: Dialogue, Collegiality - - -
5/5 Suboptimal compromise
Avoidance
10/10
11
Plan or be planned for
Thank you
12