Innovatively Managing Change. Case Studies. Change, to be effective, needs to be conducted within a high energy process
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This document summarizes three case studies of organizations undergoing change and the strategies used to successfully manage that change. The first case study had employees interviewed about a past successful change experience and what factors enabled it. The second case study involved a law firm that implemented initiatives to boost energy levels and buy-in for changes. Assessing employee energy levels before and after showed improvement. The third case study was of a company acquired by a multinational that helped employees reconnect with the business and take responsibility for driving it through initiatives portraying them as "Sh** Hot Rock Stars." All three cases resulted in positive outcomes including reduced turnover, unified culture and purpose, and increased organizational confidence.
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Innovatively Managing Change. Case Studies. Change, to be effective, needs to be conducted within a high energy process
- 1. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Innovatively Managing Change - Case Studies Bruce Ross August 2013
- 2. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Overview of Today’s Session 1. Experiencing Change’s essential but rarely considered enabler 2. Three case studies
- 3. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Issue / Challenge: •Change often generates uncertainty, anxiety •Massive cost of change when handled poorly Seeking: •Certainty. (Simple, powerful strategies that work) •Proof positive (Ideally you’ve experienced the strategies yourself) Case Study One: You
- 4. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz 1:1 Interview AB (2.5 mins) BA (2.5 mins) (Total of 5 mins) No notes to be taken Tell me about a successful change that you’ve experienced in your (professional) life – a time when you felt the transition was handled really well. •What was it about the situation or the leadership that allowed that change to be so successful? • What is the one thing that must happen to ensure the change is effective?
- 5. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz What You’re After As a participant • Energising – motivational, it’s positive • Inclusive – you are ‘heard’, the human element is included As a change facilitator • Buy-in – Volunteered enthusiastic contribution • Sustainability – multiple champions leading change, bottom up
- 6. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Organisation: Treadwell Gordon Size: 22 Location: Whanganui Core Business: General Practice Law Firm Staff: Many long-termers - 20-30 yrs Case Study Two
- 7. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Issue / Challenge: •Tired. Going through the motions. •Absence of leadership (trapped in status quo) Sought: •Discernable injection of energy across the firm •Buy-in (championed by the staff) WTRW: Enthusiasm2Go Case Study Two
- 9. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Plan – Initiative Areas Results – 12 mths on • Little input from partners, all initiatives have gone well • Within Partnership – purified their culture. Unified purpose towards the same goal1. Comm-unity 2. Firm Development & Public Profile 3. Work Environment
- 10. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Assessing ‘Team Energy Levels' – 5pg Report
- 11. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Energy Levels – Before & After 13th July ‘13 11th May ‘12
- 12. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Organisation: XX Size: 42 Location: Auckland (HO). 3 sites Core Business: Market Research Company Staff Diverse backgrounds. All tertiary educated Case Study Three
- 13. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Issue / Challenge: •Bought by multi-national. Loss of identity Sought: •Re-connection. Re-determining ‘their place’ •Bottom-up responsibility for driving the business WTRW: Sh** Hot Rock Stars Case Study Three
- 14. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Hard : •2nd highest internal satisfaction rating, globally •MD’s time freed up by 20% •Unplanned staff turnover now 8% (from 22%) Soft: •Organisational Confidence: Doesn’t hear ‘doubt in skills and abilities’ •“Helped me see the quality of the quieter members of the team.” Gives people a voice. •Has legs. Will be able to tap into it again and again Results
- 15. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Ignite Business Leadership - Copy of the slides (S) - Assess Your Team’s Energy Level (E) (5 page report) Bruce Ross bruce@ignitebusiness.co.nz 0800 548 900
- 16. www.ignitebusiness.co.nzwww.ignitebusiness.co.nz Assessing Team Energy Levels – Free 5pg Report
Editor's Notes
- Values Communication Coaching Delegation & Empowerment Teams Action Learning
- collaboration
- Collaboration Those needed in the implementation need to be involved in the planning
- Of the 24 most commonly used emotion words in english, only 6 are positive (delighted, excstatic, happy, confident, great, excited)
- Highlights at the table
- Highlights at the table
- Needs to re-invorgorate
- Highlights at the table
- Highlights at the table