Researching & Developing Best Practice for Major Collaborative Change
Jim DaleDelivering More 4 Less
26 November 2013
A professional journey
A Professional Journey
My experience of delivering change in a command and control culture
Visionary top level charismatic leadership, drive and commitment
A sprinkling of good Programme / Project Management
Some recognised models …..
Unfreeze Move Refreeze
Plan Implement Consolidate
©
Forces For Change
Practicality of the change
Dissatisfaction with the status quo
Desirability of proposed change or end state
You screwed it up last time
cost of change
This is a bad idea
I don’t trust you
You gain but I loose
I don’t need this
>Some acknowledged tools…..
A
B
C
X
X
Focus
And some luck…..
Success is assured!
But everything changed ……..
The stark reality in the ‘age of alliances’
My own on-going research: methodology
Literature
Review
1:1 Semi Structured Interviews / Focus Groups
Self completed questionnaire
Research with an on-going Strategic Alliance Programme
Are organisatisations better or worse at implementing change than 10 years ago?
Much better
A little better
Neutral
A little worse
Not able to say
0 5 10 15 20 25 30 35
How Effective is your Organisation when Delivering Major Change?
EffectiveSometimes effective/ineffective
Ineffective
05
101520253035404550
Major Change
Major collaborative Change
Were any recognised models / practices used?
YesNo
Don’t know
0
10
20
30
40
50
60
Major Change
Major Collaborative Change
Series3
Most Popular tools / models
• Kotter’s 8 steps• Prince 2 / MSP• Lewin’s 3 steps• Force Field Analysis• Mckinsey 7 S• Lean Systems• EQFM• Business Process Re-
engineering• Agile• ITIL
• BS 11000• NEC were added for
collaborative change• Benefits Management• DICE• Togaf & Zachman - Business
Architecture• Egan• Open University’s 6 step model• Covey’s 7 habits• In house methods
Most important factors when implementing change (Rank order)
1. Senior management support / leadership2. A clear vision of the ‘to be state’3. Clear communications4. Strong programme / project management5. Credible business change managers
Most important factors when implementing collaborative change (Rank order)
1. Senior management commitment2. The ability to create a ‘win’ ‘win’3. Clear communications4. Leaders who get on together5. Cultural fit
Emerging themes 1…
• Success and failure are not absolute. • Perceptions of success correlate with
personal positional power.• Too little time is spent developing a clear
and compelling vision of the ‘to be’ state.• Knowledge about the discipline of
change management appears ‘sketchy’ within the PM community.
• There is no common agreement on what works and what does not.
Emerging themes 2…
• Communication is misinterpreted as broadcast.
• Participation and involvement work best when leaders define the ‘tramlines for discretion’.
• The ‘hypocrisy of change management’ is alive and kicking.
• Out dated / inadequate research.• Folklore and current thinking need to be
challenged. • The misguided notion of ‘cost neutrality’ or
‘delivery on the cheap’ still exists.
And about collaboration….
• Instances of collaboration are increasing significantly.
• Single organisational change is materially different to collaborative change.
• Collaborative leaders need different skill sets.
And about collaboration….
• Collaboration is neither a ‘panacea’ nor a ‘universal’ truth.
• Striking the right balance: Networking &
relationship building V clarity of business objectives and clearly defined exit clauses.
• The most important ingredient is trust.
Whats next
If you have not done so already
Please complete the Major Change Survey available on-line at:
http://goo.gl/zKSGm6Jim Dale
uk.linkedin.com/pub/jim-dale/11/4b7/924/
Recommended
