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Conference App download
http://doubledutch.me/download/deloitte-ssc-conference
Annual Shared Services GBS & BPO Conference
19-20 November 2014
Edinburgh
Focus session:
Change management –
A top down, bottom up
approach
Jamie Davies
Computacenter
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
22 years in finance, consulting, coaching & SSC
And still learning...
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
My ambition today:
to give you 5 insights that will help you on your unique journey
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Regional /
Functional SSC Discrete
SSC
Multi – Function
SSC
Integrated
GBS
Time
Ben
efi
ts &
Co
mp
lexit
y
Delivery of
discrete back
office
transactional
activity
Regional
delivery centres
typically more
than one
function
Consolidation of
multiple SSCs
into multi-
functional
strategy
Single GBS
function
integrated end to
end process
ownership
At the beginning of a new journey..
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
(Source: William Bridges, Managing Transitions)
#1 how exciting and scary it is...
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
The complex challenges after transition Virtual structures
Millennial workforce
Flux of people & Process
Belonging & Place
Crisis of Service
Paradoxical goals
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
#2 Predictable response patterns
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
The burdened SSC leader “The role of the SSC leader
can be the best job in the
world, and at times the
loneliest”
“I am in charge, but not in
control”
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
The muddled middles “I have to get involved in
everyone’s problems
otherwise nothing happens.”
“My manager thinks I'm not
doing enough and my team
think that I don't care.”
“I can’t really trust my peers”
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
The victim employees
“They make decision after
decision with no
consistency”
“They ask for our opinions
but don't do anything about
them!”
“I have no idea what they
spend all their time doing in
meetings but it makes no
difference to improving our
work”
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
The Poor Suffering Customers “They don’t deliver what I
need and when I complain I
just get another action plan
from a manager”
“It’s the same issues again
and again, we expect the
poor service now and can
find ways around it”
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Our response:
TRYING TO FACILITATE CHANGE
TOP DOWN AND BOTTOM UP
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Leadership
Dialogue
Senior
Manager
Dialogue
Team Based
Problem
Solving
Dialogue
Front line
Manager
Dialogue
Strategic Vision & Goals
Voice of the Customer
Pilot Site CI
Launch
Team
Coaching
Integrated approach
Top Down
Bottom Up
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Clarifying Can the team make sense of the commission and translate it into creating goals and objectives
Do we have the right members and skills?
Commissioning Do we have a clear and unique
commission? Do we have a shared purpose?
Do we have a coherent direction?
Co-Creating How effectively do we work together
to allocate, share, communicate? What behaviours are helping or
hindering? Is there shared leadership?
Connecting Do we have a clear & compelling story?
Are we building relationships and engaging with stakeholders
Are we engaging our employees?
Core Learning
Adapted from Peter Hawkins – Leadership Team Coaching
External Internal
People Focus
Task Focus
#3 Top Down with team coaching
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Purpose issues Commissioning Do we have a clear and unique
commission?
Do we have a shared purpose?
Do we have a coherent direction?
“Just get it in” culture
Multiple stakeholders
Regional versus Divisional
No “one mind”
No overall SSC identity
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Behaviour issues
Lack of trust in each other
Too similar skills
Competition across regions
Lack of identity
No aligned incentives
Co-Creating How effectively do we work together
to allocate, share, communicate?
What behaviours are helping or
hindering? Is there shared
leadership?
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Why CI?
CI STRATEGY
Top Provide vision &
empowerment
Continually scan business
context, become shapers of
strategy, provide the VOB
Bottom
Use CI approach
to turn problems into projects
Participate in daily/weekly
dialogue and performance
huddles & improvement projects
Middle
Coordinate effort,
share information &
lead
Use unique perspective
upward, downward and
sideways to
Customer
Understand how things
work and get involved in
the solutions
Engage through VOC and
Build Partnerships
OBJECTIVE
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Middle
#4 The challenge of CI without vision
Top
Down
Bottom
Up
•Consistent methodology
•Benefits driven
•Project implementation
•It will give us results
•Freedom to learn
•Customer & engagement driven
•Natural, everyday event
•Fears of outcomes and intent
Do I really have
time for this?
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
#5 THE REALITY OF CHANGE STORIES
Feb ‘14
Jul ‘13
Rational Brain
a
b
c
d
e
Consultant view
5
4
3
2
1
Dia
gn
ose
Tra
in &
Dep
loy
To
ols
& T
ech
niq
ues
Managers view
a point in time
Another point in time
Skill Vision
Ou
tco
mes e
merg
e
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Process
View
Formal
Organisation
Strategy
and
Plans
“Most approaches to change
ignore the gap that we all
experience, the gap between
rhetoric of change and
outcomes achieved on the
ground. They ignore the
hidden, messy and informal
dynamics of everyday
organisational life.”
Chris Rodgers
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
5 insights – testing relevance
#3 The value of Team coaching
#2 Exploring predictable patterns
#1 Emotional impact of transitions
#4 CI as culture not programme
#5 Engaging with the messy reality
Deloitte UK screen 4:3 (19.05 cm x 25.40 cm)
Questions & Feedback
Conference App download
http://doubledutch.me/download/deloitte-ssc-conference
Annual Shared Services GBS & BPO Conference
19-20 November 2014
Edinburgh