Real Time Strategic Change Learning
Series
Session III
April 24, 2009
Conference Call Dial In Number
The conference call will begin at 12:45pm
• 1-800-511-7985
• Access code and pin: 241230-1265
Who is Here?
• Where are you today? • In what one or two ways have you been able to apply
what you’ve been learning in the Series?
Series Purpose
To learn how to make the future
happen faster in all of your change
work.
Series Outcomes
• Understand and be able to apply the six RTSC principles to accelerate all of your change work
• Know the best ways, best times, and best people to include in your change work to achieve the best results
• Understand how to identify key leverage points to accelerate your change work
• Gain insights that you can act on right away
• Know ways that you can support or sabotage your efforts
To understand the Areas of Work of
RTSC so you have something to
deviate from in your own practice.
Session III Purpose
• To Understand the three Areas of RTSC Work and what’s required to complete each one
• Gain insight into how you can support and sabotage your RTSC efforts
• Leverage your current work by seeing it through the lenses of the RTSC Phases
• Get some ideas about how you can apply the Areas tohelp you achieve better results
• Appreciate how together, the Principles and Areas of Work enable you to create the future faster
Session III Outcomes
Agenda
• Responses to Session I Questions
• Additional Questions and Answers
• What is Real Time Strategic Change?
• Case Study: Application of Principles
• How RTSC Is The Same and Different From Your Current Work
A principle-based approach to
engaging people in creating their
collective future, faster.
What is Real Time Strategic Change?
• How do you manage the polarities of participation and direction in a company which over-focuses on participation, and always looks for consensus and relationship? Could you give us an example where you worked in this scenario?
• Introduce Polarity Management and map this polarity
• “Getting Unstuck Process”
• Increase informed discretion – “After Decision Review” used at Unocal
Responses to Session I Questions
What questions and insights do you
have from any of our work so far?
Questions and Insights From Our Work So Far…
Real Time Strategic Change Principles
Real Time Strategic Change Areas of Work
Scoping Possibilities
Creating Organization-Wide
Congruence Developing and Aligning
Leadership
Applicable in any context
Integrates well with other approaches
Invites innovation
Directed requirements
Clear approach, easily understood
Great predictability
Works consultant need not client issues
Stifles creativity
Difficult to “play well” with others
Specific work to do is unclear
More difficult to apply and master
More challenging to learn
Effective Change
Ineffective Change
Structured Processes Flexible Principles and
Scoping Possibilities
Possibilities Scoping
Deliverables
• A clear purpose and outcomes
• Ways you can integrate this effort with other work in the organization
• Leverage points that will accelerate change
• A roadmap with key events, measures, milestones, and responsibilities
Purpose of Work: Create a clear roadmap for the overall effort that accounts for:
• Past experience with change,
• Successes you have already had, and,
• Areas of greatest leverage that will help you create your future, faster.
• Time and effort invested in Scoping earns dividends throughout the rest of the change effort.
• The most successful transformation efforts make wise use of limited resources (time, money, political capital, and others), and Scoping enables you to do that.
Scoping Possibilities
Developing and Aligning Leadership
Aligning Developing
Deliverables
• Agreement on why change is needed
• Clarity about your future direction
• Commitment to make needed changes
• Confident leaders able to provide the leadership required
Leadership
Purpose of Work: Develop the capability, capacity and alignment required in leadership for the effort to succeed.
• Individual and collective knowledge, skills and abilities
• Understanding and fulfilling the needed roles
• Provide and accept support and guidance
• Live the organization’s preferred future
Developing and Aligning Leadership
Creating Organization-Wide Congruence
Congruence Organization Wide
Deliverables
A solid fit between your:
• Internal and external realities,
• Vision for the future,
• Strategies and plans,
• Systems, structures and processes, and
• Daily work
Purpose of Work: To fully leverage your entire organization, its members and all key stakeholders in creating your future, faster – and sustaining it over time.
• The greater the congruence the fast and more lasting the changes you’ll achieve
• Positions you for success now and into the future
• Change-ability as single most valuable core competency
Creating Organization-Wide Congruence
Managing the Tension Between Structure and Flexibility
Scoping Possibilities
Creating Organization-Wide
Congruence Developing and Aligning
Leadership
• 112 year old social services organization
• 38 Affiliates and National Office
• New “Aging Strategy” to be implemented
• History of unproductive, high conflict events
• Broad based lack of trust
• Resistance to new strategy
Case Study Background
Case Study Purpose and Outcomes
Purpose To engage the organization and key stakeholders in effectively implementing the new Aging with Options strategy
Outcomes • Aligned Leadership
• Strong Team of Stakeholders for Future Work
• New Aging Programs and Services in all Affiliates
• Increased Revenue to Counter-Balance Decreased Government Funding
Change Effort Roadmap
CEO Meeting At Conference
CEO Follow Up Meeting
Winter Conference
CEO Process Decision Making Process Design Team
Four Conference
Calls
Off-Line Work
Annual Conference
Late February
Mid March Late March Mid April
June May
Governance Decision Making Process
Emergency Board
Meeting
RTSC Principles: Polarities and Greater Purposes
Real Time Preferred
Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Plan For Future
Live Future Now
Best of Past/Present
Compelling Future
Allegiance to Part
Allegiance to Whole
Common Information
Unique Information
Internal Realities
External Realities
Participation Direction
Accelerated Change
Organizational Commitment
Aligned Action Informed Decisions
Effective Collaboration
Organizational Energy
Real Time Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Plan For Future Needs Live Future Now Needs
• Clarify new strategy and people’s roles in it
• Understand what stays the same/what changes
• Collaborative culture • Governance
agreements • Positive experience
with conflict • Engagement in strategy
Needs and Focus for Work
Plan For Future Actions Live Future Now Actions
• 3 Rounds of Strategy presentation/Q&A at Conference
• Detailed roadmaps as “take home”
• Turnaround on Strategy at Conference
• Safe and fair Discernment Process
• “Healthy” Leadership
Action and Impact
Preferred Future Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Needs and Focus for Work
Best of Past/Present Compelling Future
• Affirm traditional strengths
• Leverage passion to serve
• Experience of new way of working
• Real progress on Aging Strategy
• At least “do no harm”
Best of Past/Present Actions
Compelling Future Actions
• Existing services supported
• Focus on enabling organization to thrive
• Use existing governance documents
• Publicize “early wins”/learning with strategy
• Develop good governance structures
• Demonstrate trustworthy process
Action and Impact
Create Community Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Allegiance to Part Allegiance to Whole
• Alignment within sub-groups
• Retain autonomy of Affiliates
• Sub-group to lead CEO Discernment Process
• Everyone caring more about the whole
• Representative cross-sections doing all work
Needs and Focus for Work
Allegiance to Part Actions Allegiance to Whole Actions
• Sub-groups represented in all work
• Integrity in all work • “Part” interests affirmed
• Max-mix seating at Conference
• Integrity in all work • Discernment Process
benefits all
Action and Impact
Build Understanding Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Common Information Unique Information
• Detailed understanding of strategy
• Needs of each group • Approach to constructive
dialogue
• Coaching CEO • Tiers for implementing • CEO Discernment
Process
Needs and Focus for Work
Common Information
Actions
Unique Information Actions
• Sharing of Strategy • All “Shepherd
Team” activities • Documentation of
all dialogue
• CEO Conference dialogue
• “Shepherd Team” work in progress
• Feedback from first CEO meeting
Action and Impact
Reality is a Key Driver Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Internal Reality Needs External Reality Needs
• Increased trust • Owning strategy • Requirement for
continuing current services
• Learning from early adopters
• Learning about new regulations
• Knowledge about Aging population
Internal Reality Actions External Reality Actions
• Expert consulting support for implementation
• CEO “truth telling” • “Change Possibilities”
panel at Conference
• Inclusion of strong facilitation in all work
• Broadened base of involvement (e.g., Board)
Needs and Focus for Work
Action and Impact
Engage and Include Needs and FocusAction and Impact
Real Time
Preferred Future
Create Community
Build�Understanding Reality is a
key driver
Engage and Include
All RTSC Work
Participation Needs Direction Needs
• Many groups needed voices heard
• Interactive Winter Conference
• Clarity about what was fixed/flexible
• Clarity on authority/ decision making
• Fair process with integrity
Needs and Focus for Work
Participative Actions Directive Actions
• Broad cross-section at Conference
• Tiers could change • Opportunity to influence
Strategy • “Shepherd” Group for
Decision Making Process
• Strong “facilitative leadership”
• Governance as focus for work
Action and Impact
• Healthy, Respectful Process
• Understood the issues and had the difficult conversations
• Learned how to use this process for other issues
• Able to re-focus on our mission and move forward
• Organizational Alignment
Goals For The Decision Making Process
• Involve the right people
• People are committed to the process and decisions made from it
• Respectful Process
• Be clear and transparent in all communications
• Be efficient so that we can focus on our mission
• Use Existing Governance Structures
Design Criteria for the Process
• The NEC;
• Local Boards;
• The National Board;
• The Council of Ministers; and,
• Local CEO’s
Stakeholder Groups That Need to be Involved
How is RTSC the Same and Different From Your Current Work?