Life is a decision we must be brave enough to take !
Career History
70s - HMS. Marine engineer
80s - Served around the globe
90s - Oil rigs, Rescue vessels, Electronics, management
00s - Electronics, Material handling, Automotive, Oil & Gas precision engineering
Achievements : Many Successes / Many Failures
Discover the leader withinMental Housekeeping
Limited Belief- I am not good enough ! Where it came from – A parent
Limited Belief – Life is dangerous Where it came from – A frightened father
Write them all down - Be aware of how your feeling
Remove from your consciousness - as these are the very beliefs which are making you feel “Not good enough“
Change
What is Change? Change process :
Transforming & irreversible process
Of organisations
Of parts of an organisation
Of people within an organisation
After a change process nothing will ever be as it used to be !
Change
Why Change?
To remain relevant : Relevant to their societies, to the stakeholders
And what is needed to remain relevant The personal & organisational ability to read & respond to new realities
Pro active system that prevent organisational instability
We are now part of a Global organisation, a corporation. The reality is our demand potential is greater than our current capacity!
Strategy
What is business strategy
The ability to shape and embed a customer focused guided vision, supported by a clear operational model and profit formula, balancing opportunistic short term actions with Pro-active long term behaviour
Simple !!!!
Business Strategy
Goals or objectives – at the highest level - broad statements about the purposes for which the organisation exists and the overall direction in which it is heading
Policies- closely associated with the mission but provide more guidance for all employees defining standards which all are expected to follow
Strategy or the strategic plan- this is the business plan which gives effect to the goals and policies and details the specific targets or goals to be achieved regarding products or services, markets, financial objectives
Strategic decisions- focus on the process of decision making, how the plan gets translated into action
( HOS ) Hyspec Operational strategy
Programmes – at the lowest level of strategy, they define the step by step sequence of actions required in order to achieve the organisation’s specific objectives
Strategy
The architecture of a change process
Ensure that the architecture lifecycle is maintained
Change- Know your change teams Personality
Doing / acting
Implementer Well-organised and predictable. Takes basic ideas and makes them work in practice. Can be slow.
Shaper Lots of energy and action, challenging others to move forwards. Can be insensitive.
Completer/Finisher
Reliably sees things through to the end, ironing out the wrinkles and ensuring everything works well. Can worry too much and not trust others.
Thinking / problem-solving
Plant Solves difficult problems with original and creative ideas. Can be poor communicator and may ignore the details.
Monitor/Evaluator
Sees the big picture. Thinks carefully and accurately about things. May lack energy or ability to inspire others.
Specialist Has expert knowledge/skills in key areas and will solve many problems here. Can be disinterested in all other areas.
People / feelings
Coordinator Respected leader who helps everyone focus on their task. Can be seen as excessively controlling.
Team workerCares for individuals and the team. Good listener and works to resolve social problems. Can have problems making difficult decisions.
Resource/investigator
Explores new ideas and possibilities with energy and with others. Good networker. Can be too optimistic and lose energy after the initial flush.
Change
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli
He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery. Harold Wilson
If you don't like something, change it. If you can't change it, change your attitude. Maya Angelou
You must be the change you wish to see in the world. Mohandas Gandhi
The world hates change, yet it is the only thing that has brought progress. Charles Kettering
Things alter for the worse spontaneously, if they be not altered for the better designedly. Francis Bacon
If there is no struggle, there is no progress. Frederick Douglass
Change 4 Key topics for the management + the 5 stages for the Change Process
Actual Position Vision
Topic 1.Strategic
Governance
Topic 3.Communication
Process
Topic 2.Building the Change Team
Topic 4.Management
Of Forces
Time Frame : between 2 & 36 months
Preparation
Analysis
Concept
Implementation
Review
Change
The 4 Key topics for the management Topic 1 : Strategic Governance
– Definition of strategic alignment
– Definition of scope
– Project set up
– Project controlling & coordination
Topic 2 : Building the change team
– Management teams ( Steering committee, coordination group
– Involve change agents
– Management Training, coaching, teambuilding, mediation, etc.
– Involve change team into the communications process
Topic 3 : Communication process
– Communication concept, registration of all persons involved
– Information concept ( target groups, goals, media, content )
– Consideration management, + others as multipliers & change agents
– Feedback system for monitoring & reassurance of transparency
Topic 4 : Management of Forces
– Proactive search for and dealing with conflicts
– Deal constructively with opposition & concern
– Build stable management coalitions
– Participation in a broad & integrative way over hierarchies
Change
Pre – Project stage: Orientation & Preparation
Preparation Identify need for change
Identify problem
Identify willingness for change
Decide on goals
Identify the involved and affected persons
Define the basic conditions & provide resources for the project
Feasibility study
Define approach for the analysis phase
Analysis Stage: Clarification of the situationChange
Analysis Collect figures, data and facts regarding change
Define basics and rules for the process
Deal with the different views of the current situation ( Stakeholder analysis )
Elaborate a common picture of the future ( scenarios )
Feed back the results of the analysis of the system to the decision makers
Elaborate commonalities & differences in judging the problem with persons involved
Change
Implementation stage: Transformation
Implementation Anchor the process of development within the organisation ( Define who, what,
when )
Inform the whole system- regular, not just once !
Manage consistency for results
Integrate goals of the project & goals of management & employees
Support ongoing participation of affected employees / organisation, units
Make quick wins visible
Secure management attention & support
Identify the position of persons affected in the transition curve & deal with emotions appropriately
Change
Concept stage: Definition of the goals and Interventions
Concept Articulate, substantiate & weight of the goals of the change
Define main focus points ( decision has to be made by management )
Develop Strategy & process for change ( Interventions, methods, milestones )
Define change characteristics ( task / roles of project managers, project team, and their relation to line management )
Develop a communication plan
Change
Review Stage: Securing the change Review
Complete defined tasks and integrate rising issues
Reflect results of change carefully
Handle challenges of change ( missed goals, opposition to change ) carefully
Manage individual development processes
End project officially
Collect & analyse feedback from organisation
Change
Our Challenges ( Just some of them ) Running business to suit the people not the Business… Do what's Right not just
popular..
Demand outweigh capacity……………
Quality – Right 1st time. Quality control strategy
No clear operational strategy ( Ties all functions together )
Manufacturing downtime – machines / processes not performing
Financial explanation of change to Plan
Opportunities for HS&E issues
Dysfunctional roles - requires clarity ( Job Role )
Loss making products
Accepting the unacceptable
Lack of Development / Training / Flexibility / Documentation etc.
Lack of Focus on KPIs / KPAs
Lack of space
More use of Lean concepts ( SMED / Kaizen/ DMAIC/PDCA )
Strategy Linked to QMS
Management Meetings Score card
QIC |TIC|PIC
CAC ( Corrective action Committee )
Create a plant level structureEnsure KPIs have airtimeAdaptable - High low volume
Operational Responsibility
Plant & or FunctionalResponsibility
Business Health £
HOS ( Hyspec Operational Strategy )
Production
Snr Management
HS&E
QualityPlanning
Finance
Engineering
Internal Customer / Supplier
Improve external Customer confidence
MBO Fact & Action Driven
Change
10 – Success Principles
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
1.
Collect Information
Gain knowledge
Analyse situation
Develop change strategy
2.
Transfer of information
Explaining reasons
Outline your action plan
3.
Focus on emotions
Show empathy
Confront with new realities
Create will to change and outline Opportunities
4.
Show Fields of action
Ensure survival
Develop trust & confidence
Share & delegate responsibilities
5.
Focus on Strategy
Shape & adjust goals
Interrogate more people
6.
Mobilise all staff & leaders
Ensure transparency
Focus on actions
7.
Learn from your mistakes
Create a learning environment
Create will to experiment
9.
Stabilise by standardisation
CIP
Maintain Dialogue orientated culture
8.
Eventually adapt
Adjust goals
10.
Prepare for change
Preparation
Analysis
Concept
Implementation
Review
Content: 8 steps to Business plan completion1.Introduction, define the structure and composition of the changed organisation that after delivery will demonstrate the capabilities expressed in the mission statement for Hyspec & UES.
2. Working practices, people, processes, and technology that support its operation
3. The future state; how the organisation will look
4. Current state and gap analysis
5. Outstanding items for future state
6. Identify projects and key activities
7. Assumptions and constraints
8. Blue print review and sign off
5 Year Business plan
Currently at stage 8 Working practices – All Chosen sectors
Preferred Sectors
Tidal clean energy Aviation
Nuclear Oil & Gas
Marine
Visual picture of the future
Change
© MAHLE
Where are we now?
Where do we want to be?
How do we get there?
How will we know we’ve arrived?
ConsultParticipateActivate
Communicate
Analysis to Action
Inspirational Leadership
WHERE DO YOU FIT IN ?
If Your actions
inspire others to dream more, learn more, do more and become more, you are a leader.
-John Q Adams
Industrial Revolution stirred by James Watt’s invention
Inspire Motivate Direct & Lead
“If your actions inspire others to dream more, learn more, do more, and become more; you are a leader.”-John Quincy Adams
“A healthy attitude is contagious but don’t wait to catch it from others. Be a carrier.”-Tom Stoppard
“Tension is who you think you should be. Relaxation is who you are.”-Chinese Proverb
“Your past is not your potential. In any hour you can choose to liberate the future.”-Marilyn Ferguson
“Heaven on Earth is a choice you must make, not a place you must find.”-Wayne Dyer
“No person is free until he learns to do his own thinking and gains the courage to act on his own personal initiative.”-Napoleon Hill“Remain calm, serene, always in command of yourself. You will then find out how easy it is to get along.”-Yogananda
Motivation
People often say that motivation doesn’t last. Well neither does bathing. That’s why I recommend it daily.
Thank you for Listening
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