Content from our recent Masterclasses, held in London, Manchester and Leeds

1. Organisational Change
Breakfast Masterclass
September and October 2013

2. Your challenges
• Effective, subjective consultation,
particularly when the majority of staff
are affected directly by the change
• Assessing and communicating the need
for, and benefits of organisational
change
• Ensuring continued productivity in times
of change
• Prevailing culture and organisational
processes resistant to and/or inhibiting
effective organisational change
• Employee engagement and retention
during change
• Creating a performance culture from
legacy or multiple, distinct cultures
• Lack of change capability, particularly
amongst leadership groups
• Impact of external leadership
appointments on existing culture
• Negative views of organisational change,
based on perception and/or experience
• Motivating employees and
communicating organisational change,
both prior to, and during the change
process
• Need for a clear and compelling
organisational vision
• Generating true engagement around the
organisational change process
• Silo-mentality / lack of an holistic
approach
4 December 2013

3. Focus
• Critical elements of effective and sustainable
change Understanding the importance of a clear vision of the future,
together with constant and consistent demonstration of commitment, in
creating an environment for, and delivery of, sustainable change.
• The importance of defining the ROI Techniques for
defining ROI in organisational change, and how clear definition impacts
behaviour.
• Leadership style and taking people ‘with
you’ Examination of how and why people resist change and the
leadership styles most likely to gain commitment.
• Seeing the ‘bigger picture’ Framing the strategic context
of change and applying it in a way that everyone can understand and
execute activity in an integrated context.
4 December 2013

4. Introducing Vmax Consulting
Experts in leadership. Experts in change.
Capability
Development
Change
Mentoring
Leadership
Coaching
Consulting &
Project
Support
4 December 2013

5. Critical elements of effective and sustainable
change
4 December 2013

6. There are two
clear determinants
for effective
change.
The ability to
envision a future
state and the
ability to execute
a delivery plan to
achieve the future
state.
4 December 2013

7. Burning platforms are useful as a catalyst for change
but they inspire only movement, not aligned and
directional movement.
4 December 2013

8. Sustainable change requires a clear and unequivocal
‘go to’ position that we can all see, understand and
strive to attain.
4 December 2013

9. Change Model
Current
Operating Model
Roadmap
for Change
Target
Operating Model
The way things
are done today
Structured roadmap with
defined ownership,
deliverables and timelines
to enable the journey to
TOM to be managed in a
coordinated and purposeful
manner.
Desired
future state
All elements of the change model defined in three
interconnected elements:
P
S
C
Purpose: Why we are here.
Strategy: What we need to do to deliver the purpose.
Culture: How we need to operate to deliver the purpose.
4 December 2013

10. The 4 Ps
Purpose
Principles
Practice
Performance
4 December 2013

11. Table discussion
Consider the change that is uppermost in your mind
(future or historical).
What one principle would have the biggest impact
in ensuring success?
4 December 2013

12. Creating habits
Words
Agreements
Validation
Check
One
Commitments
Actions
Validation
Check
Two
Habits
Performance Outcomes
4 December 2013

13. The importance of ROI
4 December 2013

14. Defining ROI
• “What gets measured gets done”
• ROI = (Gain from investment – Cost of investment)
Cost of investment
• ROI needs to be determined against the desired future state and
set against baseline measures
• ROI needs to be defined in „stakeholder-friendly‟ terms, using
quantitative and qualitative measures
• Prioritise „quick-wins‟ and „leveraged plays‟ to demonstrate
traction and achievement
4 December 2013

15. From baseline to outcome, the achievement of objectives is
seldom linear. We therefore need to use our insight, wisdom and
experience to define the path of change.
4 December 2013

16. Leadership style and taking people ‘with you’
4 December 2013

17. Resistance to Change
• Creatures of habit
• Architect v subject
• Passive and active resistance
• Need to respect legacy
• The folly of a „change programme‟
4 December 2013

18. Compliance is short-lived and requires reinforcement and sanctions to
ensure people deliver your change.
Commitment secures engagement meaning that people will follow of their
own accord
4 December 2013

19. The true determinants of successful change leadership are
constancy of purpose and consistency of practice.
4 December 2013

20. Seeing the ‘bigger picture’
4 December 2013

21. Maintain Perspective
• Keep the end in focus at all times
• Always map activity and achievement against the
plan
• Take time to celebrate achievements en route
• Ensure consistent alignment of words, behaviours
and outcomes
• Take time to „environment scan‟ to understand
changes in context, customers, and competitors
4 December 2013

22. Engaging all stakeholders in a meaningful way is
of central importance to change leadership.
4 December 2013

23. The T-shaped leader pays attention first and foremost to
the needs of the business (the horizontal), and
secondly to the needs of their function (the vertical).
4 December 2013

24. Table discussion
What immediate action(s) will you be taking in
order for your role in the change process to be a
success?
4 December 2013

25. Thank you
Capability
Development
Change
Mentoring
Leadership
Coaching
Consulting &
Project
Support
www.twitter.com/vmaxconsulting
www.linkedin.com/company/vmaxconsulting
www.vmaxconsulting.com
4 December 2013