#TFT12: Karen Ferris

© Macanta Consulting 2012 Balanced Diversity

Balanced Diversity A Portfolio Approach to Organisational Change

Karen ferris


Karen Ferris

Director, Macanta Consulting

Balanced Diversity

A Portfolio Approach

to Organisational Change


Outline

• A scary story!

• The change challenge

• Balanced Diversity

• Application and next steps

• Questions


A Scary Story!


The 70 Per Cent’ers

Hughes 2010

McKinsey 2009

Blanchard / Kotter 2008

Miller 2002

Beer and Nohria 2000

Kotter 1995

Hammer and Champy 1993


Results

• Cynicism

• Lost productivity

• Low morale

• Wasted time

• Wasted money

• Even harder next time


Getting Harder

• Scattered teams

• Resource constraints

• Higher visibility and transparency

• Faster pace of change

• Need for increased agility

• Increased rate of change


The Challenge


THE C

HA

NG

E C

UR

VE

There’s no need for change – the way we do things

is just fine

Why me? It’s not fair. Why not

you?

I’ll do a different job. Can’t it wait

a while?

What’s the point? Why

bother?

OK, maybe I’ll listen. What’s in it for me?

It’s going to be ok


Traditional Approach

• History is repeating itself

• Project versus programme

• Narrow view

• Personal lens

• Lack of skills and capability

Announcing a change is not the same as implementing it


Balanced Diversity


The Framework

• 13,756 academic and practitioner articles and

reports

• Narrowed down to 197 for inclusion in the

systematic review

• 59 distinct practices grouped in categories

• Adopted for use in service management in

consultation with NBS and S. Bertels

http://nbs.net/knowledge/culture/systematic-review/


Intent What you are trying to accomplish

Should do

Could do

Compliance Operational excellence Targeted reinforcement

Experimenting Listening Trying new things


Approach

How you are doing it

Discussion Experiences

Modelling desired behaviours

Codes of conduct Procedures Systems and training materials Implementing programmes


Build and reinforce the

importance of the

change for the

organisation and to

support and

encourage those who

are making efforts to

embed the change

Integrate the change

into the core of the

organisation’s strategies

and processes

Equip and encourage

employees via training

and incentives

Measure, track and

report on the

organisation’s progress

Support a culture of

change innovation by

developing the new

ideas needed to bring

the organisation closer

to its long-term goals

Inspire and reassure

employees so that they

can experiment, try

new things, and build

on each other’s ideas

Create structures or

supports that will form a

foundation for future

changes in the

organisation


Portfolio Approach


Current Change Initiatives –

Gap Analysis

Heavily Used

Partially Used


Future Change Initiatives –

Planning


DARE Methodology

Discover

Assemble

Realise

Embed

BA

LA

NC

ED

DIV

ER

SIT

Y

A P

ort

folio

Appro

ach t

o O

rganis

ational C

hange


Fostering Commitment

Contribute to the community

and encourage and enable employees to do the same

Ensure that the change tasks

are completed through monitoring, reviewing and enquiring on the status of key tasks

Build and reinforce the importance of

the change for the organisation and to

motivate, support and encourage those

who are making efforts to embed the

change

Practices that serve

to identify the

change as a priority

for the organisation

Organisation’s

actions send strong

messages

Emphasize the

importance of the

change

Reinforce the

message

Embed in hearts and

minds

Regular checkpoints

and reviews

Keep on the agenda

Maintain momentum


Clarifying Expectations Expand existing roles or develop new roles within

the organisation to capture essential responsibilities relating to the change

Organisational members examine

their own systems, processes, projects or products for reliability, accuracy, adherence to standards and compliance

Integrate the change into the

core of the organisation’s

strategies and processes

Equip and encourage employees

via training and incentives

Measure, track and report on

progress

Allocate responsibility for the

change to new or existing

roles including roles at most

senior levels

Demonstrating commitment

to the change

Formal evaluations that

examine systems, processes,

projects or products for

reliability, accuracy,

adherence to standards and

compliance


Building Momentum for Change

Initiate; create events that help set things in motion; disrupt the status quo

Envision a different future and identify the

actions required in order to reach it

Support a culture of

change innovation

by developing the

new ideas that will

bring the

organisation closer to

its long-term goals

Inspire and reassure

employees so that

they can experiment,

try new things, and

build on each other’s

ideas

Techniques used to encourage or

convince individuals of the

importance of the change and

the need to take transformative

action

Stepping back from everyday

operational issues and thinking

holistically and prospectively

Imagining an ideal future and

allowing vision to drive current

actions


Instilling Capacity for Change

Make use of systems or processes to perceive and recognise external information

Create new products

or services that realise the organisations commitment to change

Create structures and supports

that will form a foundation for

future changes in the

organisation

Creating processes and mechanisms

to gather knowledge or skills

Create or implement new mechanisms

to support future initiatives


Summary

• Use the framework for all types of changes

• Use it within a change management

methodology e.g. DARE

• Ensure a balanced portfolio approach

• Choose a diversity of practices

• Use it for each change

• Revisit on a regular basis


Email: [email protected]

Website: www.macanta.com.au

Twitter: @karen_ferris

Facebook: http://www.facebook.com/MacantaConsulting

Mobile: +61 (0)425 728 498

http://www.macanta.com.au


WITH THANKS TO OUR SPONSOR

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#TFT returns may 2013

#TFT12: Karen Ferris

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