A Review of SANParks Change Process

Discussion Background for the Change with a Purpose Project

Team

The Anatomy of ChangeThe Anatomy of Change

1. Pressure for change

2. Clear shared vision

3. Capacity for change

4. Actionable first steps

When any one of these are missing ....When any one of these are missing ....

+Capacity

forChange

ActionableFirst

Steps

Pressurefor

Change

Capacityfor

Change

ActionableFirst

Steps

Bottom of the

"in box"-

+

+ +

+ + -A fast

start thatfizzles

AClear

SharedVision

+A ClearSharedVision

ActionableFirst

Steps+ +

Pressure for

Change

Pressure for

Change

Capacityfor

Change+ + +A clearSharedVision

-Anxiety

Frustration

-Haphazardefforts,False starts

When any one of these are missing ....When any one of these are missing ....

McKinsey 7-S Framework

Strategy

Systems

Style

Staff

Skills

Structure

SharedValues

Components of the 7-S’s1. Strategy The way in which competitive

advantage is intended to be achieved

2. Structure The way in which tasks and people are divided. The basic grouping of

activities and reporting relationships; the primary basis for specialisation and integration

3. Systems Formal systems and procedures including management control

systems; performance measurement and reward systems; budgeting systems, information systems; planning and capital budgeting systems.

Components of the 7-S’s continued

4. Staffing The people, their backgrounds and competences. Includes

recruitment, selection and socialisation; how people are trained and developed, and all aspects of career management.

5. Skills The basic competencies that reside in the organisation. Includes

distinctive competences of people, management practices, technology, etc.

Components of the 7-S’s continued

6. Style The leadership style of top management and the overall operating style of the

organisation. It reflects the norms people act on and how they work and interact both internally and externally.

7. Shared The values that are widely shared

Values within the organisation and which

serve as guiding concepts of what is ‘right’. They focus attention

and give purpose and meaning to the organisation’s vision and how it achieves it.

Approaches to change: bold strokes and long marches

Bold Strokes Long Marches

Time Frame Fast Slow

Locus of Action Decisions at top Initiatives throughout

Leader Control High

(command and control)

Low

(initiates but does not control)

Initial Results Quick/clear Partial/unclear

Later Results Behaviour does not always change

Behaviour usually changes

Organisational Levers

Strategy

Structure

Systems

Systems

Processes

Culture

• Style

• Shared Values

• Skills

Change strategies

• Clear, rapidly implemented – top down– Urgency/crisis

– Organisation-wide high ‘D’

– Low resistance

– High level of support

– Leadership has the relevant information

– Changes needed are clear and often easy to execute

– Leadership has the power to obtain compliance

Change strategies

• High involvement – evolutionary– Small group of leaders with a high ‘D’– Organisation usually has a low ‘d’– Changes needed are not clearly known at outset– Changes needed are complex and multi-level– High need for re-education/new skills– Stakes to organisation are high– High need for commitment to make the changes work

Conventional Change ManagementConventional Change Management

Study the problem

Announce new strategy

Restructure the Organisation

Delegate autonomy

Manage by exception

Business as usual?

Successful Change ManagementSuccessful Change Management

Proclaim the goal

Drama and symbolism

Early initiatives

Spread the word

Showcase the change

Shake up structures

Lead the charge

Provide incentives

Rewrite the agenda

Leading Change - 8 reasons why transformation efforts fail

1. Not establishing a great enough sense of urgencyurgency2. Not creating a powerful enough guiding coalitionguiding coalition3. Lacking a visionvision4. Under-communicating Under-communicating the vision by a factor of

ten5. Not removing obstaclesobstacles to the new vision6. Not systematically planning for & creating short short

term winsterm wins7. Declaring victoryDeclaring victory too soon8. Not anchoringanchoring changes in the corporation’s

structure

There are two sorts of Organisation

THOSE THAT GO ON A DIET – doing what we have always done – although better - is not going to work

THOSE THAT GO TO WAR