Kent Maddock

Kent Maddock

Tuesday, 26 November 2013 12:43

Copy of A Neglected Aspect of Change

Sagacity Consulting is constantly engaged on projects that bring about change. There is no lack of advice and plenty of ‘experts’ in the field of change management. Some of our consultants have been getting successes in organisational change for more than 30 years. We talk about it regularly and we adopt sound models and frameworks within which we work.

For example, Sagacity Consulting, through its own experiences, has added to Kotter’s framework for organisational change[1] to create a set of organisational change principles that it uses to support its change consulting. These are expressed in the 8 step framework below.

 

Un-freezing   Phase

1.  Introduce explicit energy for change - a sense of urgency.

  • Change the organisational context to make the existing arrangements no longer comfortable, sensible or sustainable.
  • Begin to talk about what the new arrangements mean in terms of improved performance.
  • Examine market and competitive (contextual) realities.
  • Identify and discuss crises, potential crises, or major opportunities.
  • Engage people and respect the past.

2.  Develop effective governance for the organisational change program.  

  • Form a powerful guiding coalition team with the organisation’s leaders.
  • Encourage this group to work together as a team.
  • Constructively involve the organisation’s staff.

3.   Create a clear vision expressed simply.

  • Identify and get agreement on the arrangements that exist in the organisation and how they   need to be changed.
  • Make explicit the values base of the paradigm at the centre of the desired arrangements.
  • Make explicit the performance changes that will be required.
  • Develop strategies for achieving the performance changes while maintaining the paradigm.

4.  Communicate the vision.

  • Use effective communication aimed persistently at re-enforcing the new vision, associated arrangements, performance changes and the values base underpinning these.
  • Make it very clear what is expected now – the new arrangements, the paradigm and the new performance.
  • Show that the claimed benefits will flow logically from the proposed changes.
  • Develop and demonstrate Signature Behaviours[2] with the help of the guiding coalition        team.

Driving   for Change Phase

5.  Change the key elements of the organisation to align with the required new arrangements.

  • Engage people and respect the past.
  • Get rid of obstacles to change.
  • Change systems or structures to support the vision.
  • Encourage risk taking and non-traditional ideas, activities, and actions.
  • Provide the techniques, tools and training to do things the new way.
  • Develop ways to ensure leadership development and succession.

6.  Plan for and accumulate short-term successes.

  • Plan and create visible performance improvements.
  • Recognise and reward employees involved in the improvements.
  • Undertake Critical Momentum projects[3].
  • Make sure that doing things the new way is easy.
  • Re-enforce achievements.

7.  Consolidate improvements and produce still more change.

  • Use increased credibility to further align the key elements of the organisation with the required new arrangements, paradigm and performance expectations.
  • Hire, promote, and develop employees who can implement the vision.
  • Provide the techniques, tools and training to do things the new way.
  • Reinvigorate and re-enforce with second-wave Critical Momentum projects.

Re-freezing Phase

8.  Institutionalise the new approaches.

  • Talk about the connections between the new behaviours, outcomes and corporate success.
  • Keep improving the alignment between the key elements of the organisation and the new arrangements, paradigm and performance expectations.
  • Make sure that the organisational context makes the old arrangements and performance   levels no longer comfortable, sensible or sustainable.
  • Engage people and respect the past.
  • Continue to improve leadership development and succession.

However, such models often don’t make clear the importance of individual elements. For example, in step 1 of our adapted Principles, there is the dot point:

Change the organisational context to make the existing arrangements no longer comfortable, sensible or sustainable.

and in step 8 we say:

Make sure that the organisational context makes the old arrangements and performance levels no longer comfortable, sensible or sustainable.

 

My contention is that this is the one element in change programs where organisations often falter. Often all the positive elements of the change process are beautifully constructed and executed (clear vision, good communication, aligned structures, training, reward etc). However, i f you ask:

‘What will you do if Fred doesn’t change?’

The answer is often about more positive re-enforcement (more communication, more training etc).

That’s fine but remember if a person is comfortable as they are, they are unlikely to change.

And making people uncomfortable takes courage.



[2] Signature Behaviours are behaviours that are identified, defined and modelled because they embody the new arrangements, the values based paradigm and the new performance expectations.

[3] Critical Momentum Projects are carefully selected and designed projects which immediately and directly advance the move to a new set of arrangements and performance standards within the values based paradigm.

Wednesday, 13 February 2013 19:38

Human Capital

Relevant projects we have undertaken

  • Identifying the key trends and issues which would affect the workforce and the delivery of spatial information services within a State agency responsible for natural resources.  This was to be in the context of the evolving area of spatial information and the impacts on the fields of cartography, surveying and geographical information systems (GIS).  Our consultant advised in detail on the consequential workforce type, size and structure to meet the needs of the agency over the next 5-10 years .  Recommendations were also made on the appropriate professional and technical classification streams for the workforce.  Our consultant also provided an implementation strategy to achieve appropriate translation arrangements for staff moving into the proposed structure and new classification streams.

  • Providing mentoring and training sessions in a leadership development program targeting talent in a high technology solutions company.  Three of our consultants worked with small groups within program sessions and then on real projects to embed the learning.

  • Undertaking an investigation into the performance of the Director of an agricultural college.  Our consultant interviewed the Board members of the college and senior staff and stakeholders before providing a confidential report to the Director-General of the host department

  • Mentoring a HR Manager in a State health authority through a highly sensitive and volatile dispute between specialist practitioners in a regional hospital.

  • Reviewing the Human Resource Policy and Workforce Planning Section of a State police service.  Our consultants assessed roles, resources and structure in the Section.  Recommendations covered the level at which services were pitched, the human resource policy manual, workforce data collection, analysis and research, workforce planning and forecasting and a strategically focused organisation development and review function.

  • Managing the training component of a major information management system re-development for a large, metropolitan local authority.

Wednesday, 13 February 2013 19:34

Facilitation& Consultation

Relevant projects we have undertaken

  • Orchestrating a major community consultation process for a State education and training agency in a regional centre. Our consultant facilitated around 25 small and large meetings with special interest groups and the community to identify opportunities and concerns around years 11 and 12 schooling in the town. Our consultant overcame significant cynicism, even anger, in the community about the consultation so that, in the end, people believed the consultation was genuine and that a thorough record of their views had been made and honestly represented to the Departments and Ministers.

  • Facilitating a community consultation with the Reference Group and the constructing authority over the development period for the Boggo Road Urban Village.

  • Conducting a planning workshop focussed on youth development for the Community Development Department of a State-wide police citizens youth organisation.

  • Designing and running a Regional Service Delivery Planning Workshop for a State environment and resource management agency.

  • Meeting and consulting with the community around the expansion of the Queensland Health Scientific Sciences Complex.

 

 

Wednesday, 13 February 2013 19:30

Portfolio Management

Relevant projects we have undertaken

  • For over 2 years, project managing a very large information management project for a State health authority.  This project aimed to specify, acquire, improve and install 14 information systems covering all aspects of health service delivery for the 8 major hospitals in the State.  Our consultant's project team comprised up to 10 multi-disciplined staff with over 200 hospital staff involved in part-time specialty user groups.  At the centre of the project was the core requirement to create a new culture of cooperation across the institutions.

  • Evaluating the delivery of Indigenous arts projects and programs in a State arts authority including the incorporation of an Indigenous art marketing and export unit from another agency.  Our consultant made recommendations on the merging as well as on how Indigenous initiatives (programs, projects and activities) might be managed on a portfolio -like basis.  The recommendations included a detailed implementation and change plan.

  • Transitioning seven sub-programs from a Program being closed down to other Programs as part of a major information technology initiative.  Sagacity's consultant was responsible for ensuring appropriate documentation existed and protocols for transfer of responsibilities were in place to ensure a seamless transition.

  • Providing expertise as part of a team to conduct a gateway review for a State transport agency.  Our consultant worked with the other members of the team to review a project aimed at amalgamating the core SAP related corporate services functions including pay, HR, financial, procurement, fleet management, project management and roads implementation program.

  • Providing independent advice to the senior management of a large metropolitan Council on resolving major differences between the sponsors of two significant information technology projects which had reached stalemate.  Our consultant had to assess the projects which were competing for funds and provide an independent report on their merits in the circumstances.

 

 

 

Wednesday, 13 February 2013 19:27

Effective Governance

Relevant projects we have undertaken

  • Facilitating sessions with four Directors who were about to split and dissolve their very successful, professional services firm because of what they saw as intractable differences in their visions for the company.  The matter was made more sensitive by the very close personal friendship between the Directors.  Our consultant worked with the Directors individually and collectively to get them to face the realities of where they were headed and to develop a new business model that would keep them together but better accommodate their individual needs.  The company went on to experience a new phase of growth and success and the strong friendship between the Directors was preserved and strengthened.

  • Conducting an independent investigation involving a serious and acrimonious dispute between the Chair and the CEO of a major statutory body.  Our consultant investigated allegations from both parties, and effectively resolved the matter in a very short time.

  • Working with the Board of the Noosa Long Weekend to ensure strategic directions were set by the Board and then left for the management team to implement

  • Facilitation of a Directors' Workshop to plot a future path for an innovative automotive technician training and support company.

  • Review of the confidentiality policy and practices for a major University as a means of independently checking that appropriate measures were in place for all aspects of confidentiality in University operations.

  • Transitioning seven sub-programs from a Program being closed down to other Programs as part of a major information technology initiative.  Sagacity's consultant was responsible for ensuring appropriate documentation existed and protocols for transfer of responsibilities were  in place to ensure a seamless transition.

  

 

Wednesday, 13 February 2013 19:23

Enterprise Planning & Performance

Relevant projects we have undertaken

  • Leading strategic planning for a major national entertainment group of companies.  Our consultants worked with the group on the analytics and PESTLE analysis that would underpin the planning, and then developed the vision, values, goals and strategic imperatives with the Board Chair and senior executives in a workshop environment.  A program management approach to the strategic improvement projects was embedded.

  • Providing policy support to an industry skills training agency by assisting with a submission to a Government taskforce on the overall arrangements for the provision of skills and training in the State.

  • Facilitating strategy workshops with the Board of the leading supplier of affordable housing in Queensland.

  • Conducting strategic planning workshops in 2008, 2009, 2010, 2011 and 2012 for the Board and senior management of a major port authority.

  • Leading several strategic/structural planning workshops for the CMC (and previously the CJC). Our consultant worked with the Chair, Commissioners and senior staff of the Commission to develop the Commission's plans.

  • Developing the strategic framework and then conducting a strategic planning workshop for the Directors of a mid-tier, city based, future focussed accounting firm.

 

 

Wednesday, 13 February 2013 19:12

Organisational Development

Relevant projects we have undertaken

  • Providing independent project leadership in the amalgamation of three statutory authorities for the Minister for Education and the Director-General.  This involved developing a model of the new authority, drafting and introducing a new Bill which amongst other things defined the composition of the authority's Board and steering the transition from the existing organisational arrangements to the new.   The work included definition of the functions of the new authority, rationalization of all services, creating a new structure, staffing it, establishing an initial budget and planning accommodation.  An important aspect of the work was to manage the concerns and expectations of powerful stakeholder groups.  Our consultant also provided advice to the Chair and assisted with the induction of the members of the new authority.

  • Reviewing the viability of integrating two branches of a Police Service (Counter-Terrorism Strategic Policy and Disaster and Major Event Planning) and the Security Planning Coordination unit (formerly of the Department of Premier and Cabinet).  Our consultants assessed the governance, management, organisational, structural and staffing arrangements needed to best support effective delivery of functions and services provided by the three units.

  • Developing comprehensive, short and long term strategies for a major industry skills body.  Our consultants developed the strategy paper and from it derived new core functions and roles aligned to the strategies.  In close consultation with the CEO, our consultants planned the best approach to gaining understanding and support from the Board.

  • Providing an interim transformational management role as CEO of a intelligent transport solutions company.  Our consultant, amongst other things is delivering a new strategic plan and implementing it, changing the company culture and re-aligning the Board and management team, aligning key stakeholders and asserting disciplines such as business development, portfolio management and international operations.

  • Reviewing the skills, structure and capacity of the Anti-Discrimination Commission Queensland (ADCQ) to ensure that it could meet the demands of its new strategic direction.  Our consultant helped clarify the new strategic direction, made practical recommendations on skills, structures and capacity and provided an implementation plan built on sound change management principles.

 

 

Wednesday, 13 February 2013 17:29

Julie Weston

 

Qualifications

Graduate Diploma in Civil Ceremonies (Monash University)

Training

Neuropower Accelerated Teaming

Diploma of Business (Varied modules) TAFE Southbank

Effective Training

Microsoft Office Suite – Advanced Word, Excel, Powerpoint, Access, Project, Graphics

Professional Memberships

Monash University – Civil Celebrants Graduate Association (Monash)

Areas of Expertise

Julie's key areas of expertise are:

  • Project management and support
  • CEO/Board Executive Support
  • Business & HR management
  • Office management

Experience

Julie's experience comes from:

  • 30 years business, administrative and project support
  • Strategic planning administrative management
  • Business and office management
  • Executive and Board support
  • 15 years strategic consultancy and marketing/public relations experience

Key Clients

Julie has worked with clients in the following areas:

  • Not for profit organisations including health, disability, emergency housing, women's health.
  • Private sector including public relations, strategic, change management
  • Federal, State and Local government bodies, Statutory Authorities and GOCs.
Wednesday, 13 February 2013 14:42

Anne Kuhnemann

Qualifications

Bachelor of Arts, University of Queensland

Diploma of Education, University of Queensland

Royal Society of Arts (London) Diploma in Teaching English to Speakers of Other Languages in Further, Adult and Community Education

Certificate IV in Assessment and Training

Professional Memberships

Member, Institute of Public Administration, Australia

President,  Zonta Club of Brisbane River

Areas of Expertise

Anne's key areas of expertise are:

  • Policy development and review
  • Program and project management
  • Group facilitation and stakeholder and community consultations
  • English as a second language needs analysis, assessment and training

Experience

Anne's experience comes from:

  • Wide-ranging public sector experience in education and training in executive and management positions (5 years in the SES).

 

 

 

Wednesday, 13 February 2013 13:48

Private Sector

Underpinning the work for all Sagacity’s clients is energy to solve complex and sensitive organisational problems.  Sagacity Consulting will probe and identify the real issues and produce insightful analytics.  Offering clever, tailored and practical solutions achieves successful outcomes for our clients in private organisations and of course it’s all about results.

 

Relevant projects we have undertaken

  • Leading strategic planning for a major national entertainment group of companies.  Our consultants worked with the group on the analytics and PESTLE analysis that would underpin the planning, and then developed the vision, values, goals and strategic imperatives with the Board Chair and senior executives in a workshop environment.  A program management approach to the strategic improvement projects was embedded.

  • Facilitating sessions with four Directors who were about to split and dissolve their very successful, professional services firm because of what they saw as intractable differences in their visions for the company.  The matter was made more sensitive by the very close personal friendship between the Directors.  Our consultant worked with the Directors individually and collectively to get them to face the realities of where they were headed and to develop a new business model that would keep them together but better accommodate their individual needs.  The company went on to experience a new phase of growth and success and the strong friendship between the Directors was preserved and strengthened.

  • Conducting a program of supervision and communication training for a national law practice.

  • Developing the strategic framework and then conducting a strategic planning workshop for the Directors of a mid-tier, city based, future focused accounting firm.

  • Facilitation of a Directors' Workshop to plot a future path for an innovative automotive technician training and support company.

  • Facilitation of workshops between a major supplier and a diagnostic services unit in a State health agency to resolve service and system differences within a large supply contract.

 

 

 

 

Page 1 of 3