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