Session III from a fun series of sessions I did the world of fast and lasting change -- the key deliverables of all RTSC work

2. Real Time Strategic Change Learning
Series
Session III
April 24, 2009

3. Conference Call Dial In Number
The conference call will begin at 12:45pm
• 1-800-511-7985
• Access code and pin: 241230-1265
Who is Here?
• Where are you today?
• In what one or two ways have you been able to apply
what you’ve been learning in the Series?

4. Series Purpose
To learn how to make the future
happen faster in all of your change
work.

5. Series Outcomes
• Understand and be able to apply the six RTSC
principles to accelerate all of your change work
• Know the best ways, best times, and best people
to include in your change work to achieve the best
results
• Understand how to identify key leverage points to
accelerate your change work
• Gain insights that you can act on right away
• Know ways that you can support or sabotage your
efforts

6. To understand the Areas of Work of
RTSC so you have something to
deviate from in your own practice.
Session III Purpose

7. • To Understand the three Areas of RTSC Work and what’s
required to complete each one
• Gain insight into how you can support and sabotage your
RTSC efforts
• Leverage your current work by seeing it through the
lenses of the RTSC Phases
• Get some ideas about how you can apply the Areas
tohelp you achieve better results
• Appreciate how together, the Principles and Areas of
Work enable you to create the future faster
Session III Outcomes

8. Agenda
• Responses to Session I Questions
• Additional Questions and Answers
• What is Real Time Strategic Change?
• Case Study: Application of Principles
• How RTSC Is The Same and Different From Your
Current Work

9. A principle-based approach to
engaging people in creating their
collective future, faster.
What is Real Time Strategic Change?

10. • How do you manage the polarities of participation and direction
in a company which over-focuses on participation, and always
looks for consensus and relationship? Could you give us an
example where you worked in this scenario?
• Introduce Polarity Management and map this polarity
• “Getting Unstuck Process”
• Increase informed discretion – “After Decision Review” used at
Unocal
Responses to Session I Questions

11. What questions and insights do you
have from any of our work so far?
Questions and Insights From Our Work So
Far…

12. Real Time Strategic Change Principles

13. Real Time Strategic Change
Areas of Work
Scoping
Possibilities
Creating
Organization-Wide
CongruenceDeveloping and
Aligning
Leadership

14. Applicable in any context
Integrates well with other approaches
Invites innovation
Directed requirements
Clear approach, easily understood
Great predictability
Works consultant need not client issues
Stifles creativity
Difficult to “play well” with others
Specific work to do is unclear
More difficult to apply and master
More challenging to learn
Effective Change
Ineffective Change
Structured Processes
Flexible Principles
and

15. Scoping Possibilities
Possibilities
Scoping
Deliverables
• A clear purpose and outcomes
• Ways you can integrate this effort
with other work in the organization
• Leverage points that will accelerate
change
• A roadmap with key events,
measures, milestones, and
responsibilities

16. Purpose of Work: Create a clear roadmap for the overall effort that
accounts for:
• Past experience with change,
• Successes you have already had, and,
• Areas of greatest leverage that will help you create your
future, faster.
• Time and effort invested in Scoping earns dividends
throughout the rest of the change effort.
• The most successful transformation efforts make wise use of
limited resources (time, money, political capital, and
others), and Scoping enables you to do that.
Scoping Possibilities

17. Developing and Aligning Leadership
Aligning
Developing
Deliverables
• Agreement on why change is
needed
• Clarity about your future direction
• Commitment to make needed
changes
• Confident leaders able to provide
the leadership required
Leadership

18. Purpose of Work: Develop the capability, capacity and alignment
required in leadership for the effort to succeed.
• Individual and collective knowledge, skills and abilities
• Understanding and fulfilling the needed roles
• Provide and accept support and guidance
• Live the organization’s preferred future
Developing and Aligning Leadership

19. Creating Organization-Wide Congruence
Congruence
Organization
Wide
Deliverables
A solid fit between your:
• Internal and external realities,
• Vision for the future,
• Strategies and plans,
• Systems, structures and processes,
and
• Daily work

20. Purpose of Work: To fully leverage your entire organization, its
members and all key stakeholders in creating your
future, faster – and sustaining it over time.
• The greater the congruence the fast and more lasting the
changes you’ll achieve
• Positions you for success now and into the future
• Change-ability as single most valuable core competency
Creating Organization-Wide Congruence

21. Managing the Tension Between Structure
and Flexibility
Scoping
Possibilities
Creating
Organization-Wide
CongruenceDeveloping and
Aligning
Leadership

22. • 112 year old social services organization
• 38 Affiliates and National Office
• New “Aging Strategy” to be implemented
• History of unproductive, high conflict events
• Broad based lack of trust
• Resistance to new strategy
Case Study Background

23. Case Study Purpose and Outcomes
Purpose
To engage the organization and key stakeholders in effectively
implementing the new Aging with Options strategy
Outcomes
• Aligned Leadership
• Strong Team of Stakeholders for Future Work
• New Aging Programs and Services in all Affiliates
• Increased Revenue to Counter-Balance Decreased
Government Funding

24. Change Effort Roadmap
CEO Meeting At
Conference
CEO Follow Up
Meeting
Winter
Conference
CEO Process Decision Making
Process Design Team
Four
Conference
Calls
Off-Line Work
Annual
Conference
Late
February
Mid March
Late March
Mid April
June
May
Governance Decision
Making Process
Emergency
Board
Meeting

25. RTSC Principles:
Polarities and Greater Purposes
Real Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and Include
All RTSC
Work
Plan For
Future
Live Future
Now
Best of Past/
Present
Compelling
Future
Allegiance
to Part
Allegiance
to Whole
Common
Information
Unique
Information
Internal
Realities
External
Realities
Participation Direction
Accelerated Change
Organizational Commitment
Aligned Action Informed Decisions
Effective Collaboration
Organizational Energy

26. Real Time
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Plan For Future Needs Live Future Now Needs
• Clarify new strategy and
people’s roles in it
• Understand what stays
the same/what changes
• Collaborative culture
• Governance
agreements
• Positive experience
with conflict
• Engagement in strategy
Needs and Focus for Work
Plan For Future Actions Live Future Now
Actions
• 3 Rounds of Strategy
presentation/QA at
Conference
• Detailed roadmaps as
“take home”
• Turnaround on Strategy
at Conference
• Safe and fair
Discernment Process
• “Healthy” Leadership
Action and Impact

27. Preferred Future
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Needs and Focus for Work
Best of Past/Present Compelling Future
• Affirm traditional
strengths
• Leverage passion to
serve
• Experience of new way
of working
• Real progress on Aging
Strategy
• At least “do no harm”
Best of Past/Present
Actions
Compelling Future
Actions
• Existing services
supported
• Focus on enabling
organization to thrive
• Use existing
governance documents
• Publicize “early wins”/
learning with strategy
• Develop good
governance structures
• Demonstrate
trustworthy process
Action and Impact

28. Create Community
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Allegiance to Part Allegiance to Whole
• Alignment within sub-
groups
• Retain autonomy of
Affiliates
• Sub-group to lead CEO
Discernment Process
• Everyone caring more
about the whole
• Representative cross-
sections doing all work
Needs and Focus for Work
Allegiance to Part Actions Allegiance to Whole
Actions
• Sub-groups represented in
all work
• Integrity in all work
• “Part” interests affirmed
• Max-mix seating at
Conference
• Integrity in all work
• Discernment Process
benefits all
Action and Impact

29. Build Understanding
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Common Information Unique Information
• Detailed understanding of
strategy
• Needs of each group
• Approach to constructive
dialogue
• Coaching CEO
• Tiers for implementing
• CEO Discernment
Process
Needs and Focus for Work
Common
Information
Actions
Unique Information
Actions
• Sharing of Strategy
• All “Shepherd
Team” activities
• Documentation of
all dialogue
• CEO Conference
dialogue
• “Shepherd Team”
work in progress
• Feedback from first
CEO meeting
Action and Impact

30. Reality is a Key Driver
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Internal Reality Needs External Reality Needs
• Increased trust
• Owning strategy
• Requirement for
continuing current
services
• Learning from early
adopters
• Learning about new
regulations
• Knowledge about Aging
population
Internal Reality Actions External Reality Actions
• Expert consulting support
for implementation
• CEO “truth telling”
• “Change Possibilities”
panel at Conference
• Inclusion of strong
facilitation in all work
• Broadened base of
involvement (e.g.,
Board)
Needs and Focus for Work
Action and Impact

31. Engage and Include
Needs and FocusAction and Impact
Real
Time
Preferred
Future
Create
Community
Build
Understanding
Reality is a
key driver
Engage and
Include
All RTSC
Work
Participation Needs Direction Needs
• Many groups needed
voices heard
• Interactive Winter
Conference
• Clarity about what was
fixed/flexible
• Clarity on authority/
decision making
• Fair process with
integrity
Needs and Focus for Work
Participative Actions Directive Actions
• Broad cross-section at
Conference
• Tiers could change
• Opportunity to influence
Strategy
• “Shepherd” Group for
Decision Making
Process
• Strong “facilitative
leadership”
• Governance as focus for
work
Action and Impact

32. • Healthy, Respectful Process
• Understood the issues and had the difficult conversations
• Learned how to use this process for other issues
• Able to re-focus on our mission and move forward
• Organizational Alignment
Goals For The Decision Making Process

33. • Involve the right people
• People are committed to the process and decisions made from it
• Respectful Process
• Be clear and transparent in all communications
• Be efficient so that we can focus on our mission
• Use Existing Governance Structures
Design Criteria for the Process

34. • The NEC;
• Local Boards;
• The National Board;
• The Council of Ministers; and,
• Local CEO’s
Stakeholder Groups That Need to be Involved

35. How is RTSC the Same and Different
From Your Current Work?