ALP LODT_ worksheet_Week 4_TO USE.pptx

Leading Organisations in Disruptive Times
Action Learning Project - Week 4
Enter your name and your organisation here
Enter the title of your ALP here

• Review the new ALP assignment at the start of each week. Keep this deliverable in mind as you go through the content.
Perhaps take some notes as you go. You will likely find that this saves you time when you turn to your work on the ALP.
We expect you to submit the ALP after reviewing the week's content.
• You do not need to answer all the detailed questions for each week. Some will be more relevant and interesting for your
ALP than others.
• The list of questions outlined each week is neither exhaustive, nor a must use - but rather a recommended guideline to
trigger your thought process. Feel free to adapt them as necessary for your analysis.
• When filling in the Worksheet, do make sure you stick to 1 slide per section and use a minimum font size of 12 for your text/bullet
points
• Once you fill in the ALP Worksheet for any week, there are two steps for you to take:
1. Submit the document in Peergrade individually – this is to ensure you earn points for your submission.
2. Email the Worksheet to your Learning Coach – this will help you get timely feedback from your coach.
USEFUL GUIDANCE: While working on the ALP in each week, try to form the link between the questions of that week.
Also, try to form the connection between ALP assignments week-on-week because the Final Assignment is a synthesis of
your reflections and analysis from Weeks 1-5 and it’s best to start forming the links from the beginning. This will help you
build a consistent and coherent story as the course progresses and as you build your narrative for change.
General Instructions
Action Learning Project (ALP) Week 4

Insert your slides from Week 1 & 2
here for continuity

Scoping your ALP 4
• The Bank where I work is undergoing a structural change that combines two major
structures - the Department for working with wealthy clients and the Department of
retail business. During the transformation, the number of employees is optimized and
the areas of responsibility are expanded for performers who previously worked on
several projects in one region, but now are responsible for all regions within several
projects. As part of working on my ALP, I want to gain knowledge on how to use and
generate new ideas for managing fixed projects and effectively building relationships in
a new team.
Part A: The General Terrain for Change – Business Context
Use only one slide to summarise your reflections on the business context, with a minimum font size of 12

Scoping your ALP 5
Part A: The General Terrain for Change – Threats and Opportunities
Threats
• reduction of staff, loss of quality expertise due to the
expansion of areas of responsibility
• biased attitude of new leaders to the old command
• excessive formalization of existing processes in order to
increase control
• lack of a transparent decision-making structure
• increased time spent on finding a suitable solution for all
participants in the processxxxx
• the need to gain the trust of a Manager from scratch
Opportunities
• expanded decision-making authority,
• increased global expertise on the assigned project,
• increased responsibility for decision-making,
• career prospects,
• the ability to experiment with approaches to achieve
results
• greater freedom in planning processes and the necessary
time
• more accurate assessment of results and achievements
due to the reduction of employees involved in the
process
Use only one slide to summarise your reflections on the threats and opportunities (both internal and external), with a minimum font size of 12

Scoping your ALP 6
Part B: Implications of the change
Implications for Change (organisational strategy/positioning, digital or technologies, marketing/sales, partnerships/stakeholders, talent pipeline, core competencies, structures &
processes, mindset etc)
• the changes will have a positive impact on the speed of decision-making in the future, due to a reduction in the number
of responsible employees
• improve interaction with colleagues from related departments due to increased responsibility and decision-making
capabilities
• have a positive impact on the financial result by reducing the number of staff
• Increase the areas of responsibility and expertise of the new team members
Use only one slide to synthesise your reflections on implications for change (pay attention to internal implications), with a minimum font size of 12

Week 1 ALP Worksheet
Depending on how far you are into your change situation, apply the FPL model either to reflect and
see what you could have done better (if you are already past a certain stage) or to come up with
an action plan for the future.
Using the following slides, reflect on the questions in the context that you defined in your ALP
Scope. Refer as needed to videos and handouts of each step in the FPL model.
Decision Challenge

Week 1: Decision Challenge (1/7)
• Do you spend quality time scoping the problem?
• Do you consider various stakeholders and sources for an issue?
• Do you avoid jumping to solutions and conclusions?
Note: Reflect on the above questions in the context that you defined in your ALP Scope and explain the
rationale for your responses to the questions.
Engage
Currently, by participating in the team, it is possible to approach the problem more
comprehensively, but I see that at the same time the time spent on working out the necessary steps
increases, which when solving large problems pays off with the result obtained, but is a negative
factor when solving small problems, so the method is not universal and requires an understanding
of its applicability to a specific situation.
Use only one slide for your reflections above, with a minimum font size of 12

• Do you look for a diversity of ideas, seeking uncorrelated (independent) thinking?
• Do you provide enough psychological safety so that people can think freely?
• Do you tolerate some wild ideas? Do you resist dogmatic thinking?
Explore
According to my observations, to find new ideas, it is necessary to create an open communication
environment and eliminate the authoritarianism of the leader's ideas. I am not a process Manager,
but as a team member I have the opportunity to evaluate the work, both in the classical decision-
making structure and in the structure built on the principles of FPL. In a classic structure, decisions
can be made faster, but they are less innovative and are based primarily on the current capabilities
of colleagues/departments/structures. When using the FPL method, the search for a problem
increases in time, but often wild ideas are quickly eliminated in the team, but not at the level of
leaders, but at the level of participants, so the process of natural evolution of the idea occurs.

• Do you provide a clear, decisive direction?
• Do you provide clear explanations for your decision?
• Do you provide closure to paths not taken?
Decide and Explain
As I said earlier, I am not a team leader, but I can voice the established traditions in our company.
The direction is usually set at General meetings every two weeks/month, but it is based on the
ideas identified during the development process. Solutions are explained and this simplifies the
process in terms of understanding future possible tasks and resources for solving them.

• Do you remain visible, supporting the decision in a consistent and reliable fashion?
• Do you provide a clear plan and roles?
• Do you hold people accountable?
Execution
Sequential steps are taken only on key and important tasks accepted for work, provided that the
resource is available and they can be solved. some of the ideas that are important, but they do not
have the necessary resource to solve them or they require significant time are taken into
consideration, but often go beyond the perimeter of system decision-making. The roles in the team
are not always distributed, and often the key leaders change depending on the problem. Each
participant is responsible for the division they represent.

• Do you celebrate and recognize achievements?
• Do you debrief failures and challenges?
• Do you push for modification and adaptation as a result (i.e., learning)?
Learning
When implementing the new system, the analysis of errors and failures was one of the major
elements, but now I see that it is not always given enough attention in the pursuit of results. At the
end of a two-week sprint, a festive lunch is usually held, where participants in the process can
exchange opinions and ideas on the current project. Training is an important part - we have a lot of
distance learning courses and training organized by our partners. By the way, training in INSEAD is
also one of the opportunities provided to team members.

• What areas do you/your leadership team most need to improve in order to provide a fairer
decision making environment in the context you defined?
• What steps can you now take to improve these areas in the context you defined?
Summary
I believe that the main goal is to implement this system at all stages of the process. Now we have
several teams within the organization that are able to take an active part in the process of finding
problems and making decisions, but nevertheless most of the organization's structure is built on the
classical principle of hierarchy and sequential decision-making. I see the main potential in
expanding the fair decision-making zone to adjacent divisions.

• What are your 3 key takeaways from what you learned and reflected on this week?
• Based on your analysis this week, how critical is the decision challenge to your context?
3 Key Takeaways from Week 1
The changed principles of decision-making in our organization and the creation of teams are the
result of the introduction of world experience in problem solving, not the ideas of an individual
leader. Honesty and openness in decision-making increases the motivation of the team and the
team. At the initial stage, every idea is important, even the one that looks wild and ridiculous.
I was interested to find out the answer to the question of what the modern decision-making system
looks like, and I see that now all processes are moving away from authoritarian leadership and sole
decision-making towards democracy and self-organization.
Tip: You may be able to use this slide in your Final Assignment submission
so keep it crisp and compelling
Use only one slide for your reflections above, with a
minimum font size of 12

Evaluate your context in terms of each parameter of Change Essentials. Subsequently,
come up with an action plan and improvements for each parameter where you feel you
can do better to manage the change process effectively.
In each case:
A) Assess where things stand for your project and change ideas, and
B) What you have to do to ensure a more effective change.
Change Challenge

Week 2: Change Challenge (1/3)
A. How well is your project/organisation on each of these dimensions? Provide a score (1=poor
5=excellent) and qualitative descriptions of what is good/weak.
Change Essentials Your Score and Supporting Qualitative
Description
1 Diagnostics & Framing
5
2 Vision 4
3 Coalition & Allies
2
4 Communication 3
5 Mobilization & Momentum
4
6 Resources & Enablers
5
7 Resistors & Resistance
3
8 Progress Markers & Feedback
3
9 Institutionalization 3
10 X-Factor 3

B. What do you have to do to ensure a more effective change? List a few ideas for improvement
and the practical steps you intend to take. In other words, outline a plan of action.
Change Essentials Your Score and Supporting Qualitative
Description
Your ideas for improvement and
practical steps you intend to take
1 Diagnostics & Framing
5 Our team has learned how to make high-quality diagnostics
2 Vision
4 Our values have been formalized and communicated in a
transparent and understandable way. we need to change the
current processes and be consistent in their use.
3 Coalition & Allies
2 We need to expand the circle of participants
4 Communication
3 We need more leaders carriers of the new culture and public
confirmation of the adoption of changes
5 Mobilization & Momentum
4 Maximum communication and involvement of unused team
members in teams
6 Resources & Enablers
5 Now all team members have an understanding of not only
ideas, but also opportunities
7 Resistors & Resistance
3 Dissemination of information about successful practices will
reduce the number of opponents
8 Progress Markers & Feedback
3 Meet with leaders more often to get an assessment of the
decisions made
9 Institutionalization 3 Pay more attention at the discussion stage
10 X-Factor
3 View changes from three levels: heights of 10 meters, 100
meters, and 1000 meters

• Based on your analysis this week, how critical is the change challenge to your context?
The need to create coalitions opened up to me as a new practical idea, which I previously did not
attach much importance to and underestimated the importance of. One of the things I put in my
piggy Bank is the ability to look at what is happening from the point of view of achieving a strategic
goal, contributing to the current process of achieving it. For my company at the moment, I consider
the key driver to be the expansion of interaction between leaders and non-captured teams and the
dissemination of information about successful achievements. When planning, I see the need to
identify one or two major problems and several tasks for quick wins.

Week 2: Change Challenge
• Did your answers to the questions of the week tie into each other?
• Did your analysis in this week tie into your analysis in the previous week(s)?
• Are you able to see a common thread or a storyline develop or are your answers to the
questions disjointed and not linked?
• Start thinking of what slides/analyses you will incorporate into the final presentation.
Note: You do not need to answer these questions for your weekly ALP submission.
However, do reflect on the above because it will be helpful when you build your change
narrative.
Reflections

By now, you should have completed your Social Capital Questionnaire. Now it’s time to reflect on
the political challenges to your context.
Refer to the insights from your Social Capital Questionnaire while you work on your ALP
assignment this week. Also, refer to lecture videos and activities from Week 4 as needed.
Political Challenge

Week 4: Political Challenge (1/7)
• I underestimated social connections and their impact on decision-making.the
examples in the course of this week convinced me of the effectiveness of this kind of
communication and their necessity. the main thing is that this idea is on the surface,
but it was clearly underestimated on my part.
1. Based on your analysis of your sources of power in the organisation, which of these can you
leverage in the context you have outlined?

• The main source of power is access to information and the ability to test ideas in
practice. This functionality is inherent in my division, but can't be used in other
divisions of the organization.
2. What are the sources of power of your key stakeholders in the outlined context?

• The main currency of my division is the experience of sales and interaction with
employees ' clients, as well as setting targets for products that other divisions are
interested in. You can also use this resource to coordinate pilot projects or make
changes to regulatory documents related to online sales, since the subsequent fate of
the product often depends on this decision.
3. What currencies of your political capital can you leverage in the particular context to gain
support?

• Key regional leaders, line managers of structures, and ordinary employees who have
developed expert knowledge of product characteristics and technological processes
will contribute to increasing capital.
4. In terms of your social capital, who/what will help you in navigating the context? Reflect on the
people in your network and the strength and benefits they bring to you.

• The best tactic is to expand the areas of contact and establish contacts with new
people on projects in which I have not previously participated and have little expertise.
it is also a good step to establish contacts based on sports interests, using the
approach of having lunch with colleagues with whom I rarely communicate.
5. What influencing tactics can you use to steer the ship in the desired direction?

• My current coalition allows me to address a limited list of issues and requires
expansion and involvement of new participants.
6. Based on the reflections thus far, do you have enough influence/power/support to build a
coalition in the group in your favour?

• Based on your analysis this week, how critical is the political challenge to your context?
Expand the scope of interests and contacts, anticipate possible needs of the counterparty, first give
and then receive.
Politics is important not only at the current stage, but also in General concerns building both local
and global relations. Previously, I did not think that establishing stable relationships can limit me in
establishing new ones and that I need to constantly look for new areas of interest and expand the
circle of like-minded people.

Week 4: Political Challenge
• Did your answers to the questions of the week tie into each other?
• Did your analysis in this week tie into your analysis in the previous week(s)?
• Are you able to see a common thread or a storyline develop or are your answers to the
questions disjointed and not linked?
• Start thinking of what slides/analyses you will incorporate into the final presentation.
Note: You do not need to answer these questions for your weekly ALP submission.
However do reflect on the above because it will be helpful when you build your change
narrative.
Reflections

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