Archive for the 'Change Mgt' Category

Engage, Energise, Empower

Keith March 15th, 2010

For some time I have been working with a team of highly-skilled consultants in a business consultancy group called “The 3e Factor”.  A new website for the group has just gone live. 

The 3e Factor is an innovative management consultancy specialising in business transformation, leadership development, and recruitment services, with its head office in Melbourne, Australia. Our focus is: Transforming Strategic Thinking into Reality by Developing Corporate Capability.

Have a look at the site, and browse the capabilities of the consultants working with the group.

Please feel free to contact me or The 3e Factor  if you would like to know more.

Trampoline presentation

Keith October 24th, 2009

I’ll be off to trampoline in just a few hours, with the intention of doing a presentation on “The Idea Monopoly?” I have blogged on this topic before, and you can see the slide pack on SlideShare here.

The topic of organisational change – and getting people more involved in it – is something I have been becoming quite passionate about for a while now.  This presentation at trampoline will be the first time I have presented on the topic. I intend to develop this work, and its linking themes, in time to come.  I am currently playing with a new term for this – “orgsourcing”. You heard it first here!

The Art of Business

Keith March 24th, 2009

I delivered a presentation yesterday that I really enjoyed putting together, and it was great fun to deliver!

The brief was a keynote presentation for Panviva’s annual SupportPoint User Conference.  SupportPoint is a “Business Process Guidance” system.

The brief was to deliver a Keynote presentation, and to set the theme for the conference: “Communication and Collaboration”.  The underlying theme that I used to couch this on was Creativity, and the importance of creativity in both leadership and knowledge work.  The slide pack is available on SlideShare.

I have used this as a good opportunity to shake off (at least some of) the shackles of PowerPoint – by using lots of pictures, and a lot less words.  Some of the photos are mine, and most of the rest are Flickr “Creative Commons – Attributions” licensed photos, all with links on the relevant slides.

As there are lots of pictures, some of the slides may not be clear without the voice over (which maybe I’ll add to SlideShare later).  The initial point is explaining my initial perceptions of creativity – influenced by the paintings of both my mother and my sister.  (See the post “Moving mountains” on this site for more of this story.)

The next section refers to the material in this post on creativity in leadership, and briefly touches on my thoughts on Change Management. I then go over some of my past experiences with a Knowledge Management Toolkit, and how we went about developing it.  The final part of the presentation picks up on a recent post on story at Anecdote, which includes a link to the story of “the one-armed boy”.

With that explanation, I hope it all makes sense, and that you enjoy this as much as I did!

Meta-surveys

Keith September 19th, 2008

A bit of breathing space on my current project…

Just reading about yet another organisational survey-like tool – you know, “rate your organisation’s ability at (xyz) on a scale of 1 to 10″.  It reminded me of one I was asked to respond to some time ago.  Working for a multi-siloed behemoth of an organisation, my response to each question was “it depends”.  There was no way to answer this sort of thing on an organisation-wide basis, because the answer would be different in different silos – or even different areas within each silo.

… which in turn made me think about other surveys that never seem to offer choices that make sense, and the general low opinion of surveys that many people have (particularly the odd one or two on actKM). :-)

So, I thought, why not make a survey a two-part approach. 

First, you send out an outline of the information you wish to collect and the set of questions that you think will be useful to collect the information (maybe to a sub-group of the full survey population).  Ask your correspondents to fill in the sort of answers that they would like to choose from, and to also suggest better questions to collect the information.

Then, use what you have collected to construct the actual survey.

Continue Reading »

Monkeys – a reflection on how we do things

Keith August 7th, 2008

Start with a cage containing five monkeys.

Inside the cage, hang a banana on a string and place a set of stairs under it.  Also, set up a system of cold water sprinklers over the whole cage.

Before long, a monkey will go to the stairs to climb towards the banana.  As soon as he touches the stairs, spray all of the monkeys with cold water. The monkey will leave the banana alone and try to get away from the water.  Turn off the spray.

After a while, another monkey will make an attempt with the same result. Pretty soon the monkeys will get sick of getting wet, and will stop any of the monkeys from attempting to climb the stairs, even though no water sprays them.

Keep this up for several days.

Now, remove one monkey from the cage and replace it with a new one.

The new monkey sees the banana and wants to climb the stairs. To his surprise, all of the other monkeys attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted.

Next, remove another of the original five monkeys and replace it with a new one. The newcomer goes to the stairs and is attacked. Even the previous newcomer takes part in the punishment with enthusiasm. Likewise, replace a third original monkey with a new one, then a fourth, then the fifth.

Every time the newest monkey takes to the stairs, he is attacked.

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Testosterone

Keith June 26th, 2008

As a counterpoint to the earlier post on my opinion of how to do Change Management, this is an unedited extract of an article about Telstra that appeared in the Sydney Morning Herald on 30 May last year. 

Mr Winn earlier updated business leaders on Telstra’s five-year transformation program…  As well, Mr Winn, who began his career as a linesman in the US, delivered a testosterone-charged description of the new management style at the telco.

“We’re not running a democracy. We don’t manage by consensus,” he said.  We’re criticised for it. The fact of the matter is we run an absolute dictatorship,” he said.

A cultural shift was needed at the former government-owned enterprise, along with changes in business processes, he said.  “If you can’t get the people to go there and you try once and you try twice … then you just shoot them and get them out of the way.”

I offer this without further comment.  Please compare this with the earlier post and tell me which view you think offers the best business result…

Problem solving

Keith June 26th, 2008

“It is a mistake to think you can solve any major problem just with potatoes.”
 - Douglas Adams

The idea monopoly?

Keith June 24th, 2008

When leaders learn to creatively engage their subordinates in everyday decision making, they can make change happen.

I have written here before about Change Management.  I am still of the opinion that this is an entirely misunderstood function in most of today’s organisations.  It was thus rather refreshing to read in the current issue of IABC’s Communications World magazine that someone has actually done some research that supports my view!

The quote above is from John Smythe, the author of the article Engaging Employees to Drive Performance.  (This is available to IABC members online at the magazine site above.)

The usual concept of change is that it is “done” by executives (usually aided and abetted by consultants).  We have more recently introduced the discipline of Change Management as a way of helping people to adapt to the agreed change.  Today, we focus more on Employee Engagement as a way of more actively getting staff involved in understanding the change, rather than just being told about it after the fact.

Continue Reading »

Small is the New Big

Keith September 12th, 2007

Just got a newsletter from Helen Paige of The Paige Group.  (We met at KM Australia recently.)  She included some great ideas from Seth Godin’s book. 

Godin advises us to “Relax.  Don’t work so hard.  Take a little time off.  Chill out!”  So how do we get everything done?  Godin says, “there’s no correlation between success and hours worked”.  He suggests:

  • Maybe the new economy does not favour the speed-to-market; first-mover-advantage, winner-takes-all mind set.
  • Maybe it’s time to re-evaluate this work ethic.
  • Maybe the current marathon work culture is nothing but an excuse to avoid making the hard decisions.
  • Maybe work expands to fill the time allotted for it.
  • Maybe understanding the key issues and making decisions about how to act on them can be the secret to success.

… which leads to these questions:

  • How would you rate your corporate work ethic?
  • How is your time-management?
  • How well do you understand the key issues your best clients are facing?

Our Intranet, the Wiki

Keith August 21st, 2007

Just picked up this interesting Case Study of a Wiki changing an Enterprise.  This was posted on actKM by Andrew Mitchell, from James Robertson.

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