Engaging Change

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Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestl, Redcats (who own La Redoute, for example) and the British Army, the text provides practice-based insights into the realities of leading sustainable change.

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  • Engag

    ing C

    hange

    MA

    RK

    WILC

    OX

    MA

    RK JEN

    KIN

    S

    Change management

    KoganPageLondonPhiladelphiaNew Delhiwww.koganpage.com

    ISBN: 978-0-7494-7291-7

    An essential manual for all change managers.Professor Ian Wallace, Pro-Vice-Chancellor, Defence and Security,

    Cranfield University

    There are lots of experts and models around change, but few seem to focus on harnessing the energy and wisdom of the people most impacted by the change. Wilcox and Jenkins give a great illustration of how doing this is the only way to

    successfully implement real change.Roy White, Senior Vice President, Human Resources, Sony Mobile

    Based on the underlying principles of social psychology, Engaging Change offers practical solutions to exploring, envisioning, engaging and executing successful change initiatives. Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and others dont.

    Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestl and the British Army, amongst others, the text providespractice-based insights into the realities of leading sustainable change.

    Mark Wilcox is a business change expert with over 30 years experience in some of the worlds biggest companies, including a Director role at Sony Europe. He currently runs Change Capability Consulting Ltd where he has worked with clients such as Microsoft, the British Army and Balfour Beatty. He has contributed to the MBA teaching at Bradford School of Management, Manchester Business School, Warwick Business School, Cranfield Business School and the International Masters in HR Leadership at Bocconi University, Milan.

    Mark Jenkins enjoyed a 38-year career in the British Army before joining Cranfield University at the Defence Academy of the United Kingdom where he was the lead for Through Life Capability Management on the MSc in Defence Acquisition Management. He established Capability Management Consulting in 2011 and since then has advised public sector, commercial and not-for-profit organizations on how Capability Management, an innovative, systems-based approach to organizational development, can help organizations generate and deliver sustainable competitive advantage.

    Engaging ChangeA people- centred approach tobusiness transformation

    MARK WILCOX MARK JENKINS

  • CoNTeNTs

    Foreword x

    01 introduction and context 1

    Introduction 1 The beginning 2 Not as successful as planned = failure! 3 The alternative to failure 3 Positive change 5 Context 7 The elevator pitch for engagement 10 Change: what does it mean? 11 The four key capabilities 11 Structure 20 Notes 24

    02 Leadership 25

    Introduction 25 What do we mean by leadership and leaders? 27 Leaders 40 Assumptions and conclusions on leadership 52 Tools, techniques and models 55 Conclusions and refl ective questions 59 Notes 60

    03 exploration 61

    Introduction 61 Learning to explore 62 Exploration: why you should do it 68 Exploration: the process 73 Internal and external factors: possibilities and penalties 75 Exploration, engagement and people 80

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  • Contentsviii

    Exploration: the underpinning psychological principles 80Tools, techniques and models 84Conclusions and reflective questions 96Notes 97

    04 envisioning 99

    Introduction 99Do we need a vision or envisioning? 100Practitioner priorities 104Stress testing assumptions and ideas 107Strategic aims: more for less or different and divergent 108The envisioning process 110Sense making: what business are we in? 111Visualization, where we are now and

    where we want to be 113Strategic planning 120Envisioning the outputs 124Tools, techniques and models 125Conclusions and reflective questions 131Notes 132

    05 engagement 133

    Introduction 133Leadership congruence 135Power, conflict and influence 136Stakeholders 140Purpose and pain 143Resistance whos responsible? 144Tensions, transparency and trust 145Engagement: the fundamentals and

    why you should do it 147Engagement: the process 149Engagement: the underpinning psychological principles 151Tools, techniques and models 156Conclusions and reflective questions 170Notes 171

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  • Contents ix

    06 execution 173

    Introduction 173Failure to deliver change 174Resources 175Engagement and relationships 177Building the team and developing a change capability 179First steps 181Perspectives, problems and decisions 182Behaviour, culture and symbols 184Transition, change and business as usual 186Reflection and learning 188Portfolio, programme and project management 190Collaboration and technology 194The underpinning psychological principles

    (motivation, measures and monitoring) 195Tools, techniques and models 202Conclusions and reflective questions 217Notes 218

    07 Conclusions and reflections 221

    Bibliography and suggested further reading 227Index 231

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  • 01 introduction and context

    introduction

    There is a wealth of materials available on strategy, leadership or change. So what then can we add that hasnt already been said? It is our experiences of attempting to make change that provide a unique standpoint. We make no apology for highlighting or discussing topics covered elsewhere. On the contrary, we hope the book positions these frequently confl icting theoretical models, conceptual frameworks, change tools, techniques and approaches in your reality: the reality of the change practitioner. We are only able to do this positioning because, with varying degrees of success, we have attempted to use these models and frameworks in anger ourselves. It doesnt matter if you are a member of the senior leadership team, a newly appointed line manager or an internal consultant tasked with leading change within your organization; if you have previously struggled or are currently having diffi culty in delivering change in your organization, then this book is for you.

    Building on concepts originally outlined in Re-Energizing the Corporation (2008), 1 this book explores approaches that successful organizations have taken to deliver change. What we have sought out are ways of making change leadership a more positive experience for all those involved in change. We want to share our combined 50 years of experience, in both the public and private sectors, to enable you to make a positive difference to the way you manage change.

    In the book, we:

    explore the fundamental principles of organizational psychology, business economics and systems thinking, so that you will be able to understand why things work as they do;

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  • engaging Change2

    examine a range of interventions you can undertake to plan and deliver significant organizational-level change;

    provide guidance and advice to help you select, modify and apply approaches to change that will engage, rather than alienate, people in the organization;

    help you understand, at all levels of the organization, the role and responsibilities of the change leader; and

    use real-life case studies of change projects from across the public, private and not-for-profit sectors to inspire you with what works, what clearly doesnt and the lessons to be learned from both.

    The beginning

    What do Sony, the Japanese electronics giant, and the British Army have in common? At first glance, nothing! But a chance encounter in 2005 between Mark Jenkins, at that time a serving Lieutenant Colonel in the British Army, and Mark Wilcox, who had recently left his position as director of people and organizational development at Sony Europe, provides the genesis for this book.

    As the lead consultant on the largest British Army organizational change programme in 60 years, Mark J had come to a conference on leadership and change to hear other peoples experiences and to get some practical tips on how to lead and manage large-scale organiza-tional change. When he heard Mark W deliver a keynote conference presentation on how he had led a successful transformational change initiative in Sony Europe, he experienced a powerful insight. As incongruous at first glance as it appears, there were clear parallels between what Mark W had achieved at Sony and what the British Army aspired to achieve with its change programme. Following a brief discussion at the conference and a subsequent short but challenging presentation by Mark W to the upper echelon of the British Army, Mark J managed to convince his superior officers that Mark W should be contracted to deliver a senior leadership intervention as a key element within the army change programme: Project Hyperion.

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  • introduction and Context 3

    Not as successful as planned = failure!

    By our, perhaps exacting, standards, the Project Hyperion senior leadership event was not the success we expected or desired. Our efforts were received well in some quarters but met with cynicism in oth