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Does your organisation need to be more responsive to market opportunities and threats? Is your business having trouble keeping up with the pace of market-driven change? Want to find a better way to deliver change initiatives? Social Business Change introduces an approach that helps you deliver change initiatives faster, cheaper and more effectively by embracing the power of your organisation's social network to empower everyone to co-create and actively drive change in their organisation. This approach flips the current paradigm for how change initiatives are delivered by focusing on the people who need to do something different (rather than the project team) and taking a collaborative approach to co-create change (rather than driving change from the top down). This approach is supported by the Pinipa application, available at pinipa.com.
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Social Business Change
Introduction
Shifting the paradigm
The old ways of setting and implementing strategy are failing us John P. Kotter, author of Leading Change & XLR8
People don’t resist change; They resist being changedPeter Senge, author of The Fifth Discipline
From
Telling/ selling
Stakeholder engagement
Project delivery
Control
Sustainability
To
Co-creation
Collaboration
Facilitation
Empowerment
Agility
What does this mean for how we deliver change initiatives?
Collaboration and co-creation are important: Extremely successful transformations were planned by 50 or more peopleMcKinsey Quarterly, What successful transformations share, Keller, Meaney & Pung, March 2010
• Clarity and common understanding of the strategic objective (and maintain this focus throughout)
• ‘Crowdsourcing’ ideas before a decision is made leads to more innovative thinking
• People appreciate why the decisions have been made
• ‘Wisdom of the crowd’ avoids costly surprises late in the game
How does this work in practice?
Co-creation
How does this work in practice?
• Gather a community around a shared purpose (change agents)
• Curiosity (or stress!) in a change situation drives participation
• Resistance is visible, so it can be validated and managed constructively
• People understand ‘the why’ as well as ‘the what’, empowering them to make decisions and adapt practices
Collaboration
How does this work in practice?
• Visibility across the program allows everyone to play a meaningful role, and to balance their contribution with other commitments
• Open conversation so that everyone can participate in the debate at any time
• Shifts responsibility from the project team to the people who need to do something different
Facilitation
How does this work in practice?
• Empower people to consider what the change means for them (not telling)
• Rather than relying on a project team to interpret feedback, people own their contribution to process
• Everything is captured and addressed, with clear links from ideas to actions
• Shifts ownership from the project team to the people who need to do something different
Empowerment
How does this work in practice?
• Complexity = time & cost
• Simplify the change process, focusing on what matters to deliver the strategic objective
• Understand the implications
• Break down into smaller change elements, making it easy for people to contribute
• Our new reality requires iterative change; Steady state is a thing of the past!
Agility
Empower everyone to co-create and actively drive change in your organisationwww.pinipa.com
