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10. Mobilisation and Client Leverage
- 2 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Section Objectives
• Introduce the basic concepts of mobilisation and leverage.
• Introduce the mobilisation building blocks and how they relate to more traditional practice approaches:
– Mobilisation events.
– Town meetings.
– Change agents.
– Action Learning Teams.
• Suggest how mobilisation building blocks can be used on projects.
- 3 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation and leverage interventions
• Generating involvement, ownership and buy-in.
• Creating momentum, energy, and focused action.
• Leveraging consulting resource.
• Leveraging organisation skills and knowledge.
• Communicating widely and quickly.
“Move an organisation towards a purpose while achieving
How They WorkObjective of Mobilisation andLeverage Interventions
OBJECTIVES OF MOBILISATION AND LEVERAGE
- 4 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Three key components of change deliver lasting improvement in business performance
• Identify opportunities to improve performance, and implement changes to achieve them, e.g.:
– Strategy
– Process improvement
– Process re-engineering
– Cost reduction
– Information Management
• Mobilise and leverage the appropriate parts of the organisation to support the changes
• Build the capability to sustain the changes and continue to improve, e.g.:
– Business planning processes
– Key performance indicators
– Management development
– Personal performance management and development systems
“Improve” “Mobilise” “Sustain”
MOBILISATION AND LEVERAGE IN RESULTS DELIVERY
Mobilisation supports the changes needed to improve and sustain the business.
Mobilisation supports the changes needed to improve and sustain the business.
- 5 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
What is the business case for mobilisation and leverage?
• The primary benefit is as an enabler of sustainable change, not a deliverable in its own right:
– A large amount of energy and emotion is released, which can be harnessed to drive the project forward.
• Benefit derives from the deliverables for the project and workstreams:
– Mobilisation can accelerate, giving a cash-flow impact.
– Mobilisation can spread best practice, multiplying the effect.
– Mobilisation involves and empowers, increasing support and lowering resistance to change.
– Mobilisation provides context, and creates an alignment of activity with the organisational goals.
– Mobilisation can touch sufficient people to get a critical mass of support.
– Mobilisation can reframe thinking and create breakthrough solutions.
MOBILISATION AND LEVERAGE IN RESULTS DELIVERY
- 6 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Many longstanding Gemini approaches include elements of mobilisation and leverage
MOBILISATION AND LEVERAGE IN RESULTS DELIVERY
• Most project designs include streams designed to:
– Communicate effectively across the organisation:• Launch• Newsletter• Helpline• Suggestion scheme• Roadshows, etc.
– Gain organisational buy-in and alignment:• Executive/top management off-sites• Workshops• “Coaching” (especially in change skills)
• The typical project process includes:
– Cross-functional team building/problem solving (NWTs, Joint Team).
– Involvement/validation by those affected by change (Brown/White Paper Fairs).
• Additionally, Gemini has strong process and facilitation skills.
See also “Communications” section.
- 7 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
However, these approaches can have limitations, if used in isolation
• Joint Team, NWT members and clients touched are not always sufficient to achieve critical mass.
• Can get “boxed in” organisationally, working in one part of the business, reducing transformation impact.
• Communications streams often use passive media, such as newsletters.
• Too slow!
• Can generate only incremental, rather than framebreaking change.
The limitations are becoming more significant as our clients become bigger, more complex, and expect more consultant leverage.
The limitations are becoming more significant as our clients become bigger, more complex, and expect more consultant leverage.
• Can reach many more people than before, helping to achieve critical mass.
• Can touch other parts of the organisation, broadening the transformation and awareness of Gemini.
• Powerfully engages people around the change objectives.
• Can cycle compress implementation.
• Can be used to achieve radical change and stretch targets.
Limitations of Approaches Used in Isolation
Benefits of Using WithMobilisation Tools
MOBILISATION AND LEVERAGE IN RESULTS DELIVERY
Mobilisation Building Blocks
- 9 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
There are four basic mobilisation and leverage building blocks
• Large groups, usually cross-functional, multi-level—which have a role to play in, or are affected by, specific sets of changes in the way they do business.
• Forums for large groups of employees, usually multi-level, to address questions to, and get answers from, senior management concerning any aspect of the business:
• Can be component parts of Mobilisation Events.
• Client teams, usually led by a Change Agent, which create opportunities for radically different ways of improving and behaving through a process of discovery.
• Clients who are trained by Gemini to coach and deliver mobilisation and leverage interventions.
Building Block Description
MOBILISATION BUILDING BLOCKS
• Mobilisation Events
• Town Meetings
• Action Learning Teams
• Change Agents
- 10 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation Events are not one-off, isolated occasions
• They must have a clear purpose within the Project Design:
– Clear objectives, e.g. generate To-Be process.
– Clearly defined inputs, outputs and next steps e.g. NWTs, RATs, ATs.
• The participant list should be driven by the objectives, but is usually:
– Cross functional.
– Large (400 is the largest so far).
– Mixed levels.
• The ground rules for behaviour model other Gemini interventions, including Town Meetings.
• To reinforce commitment, they should always generate actions:
– Fully-fledged workstreams.
– Action Learning projects.
– Personal action plans.
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
- 11 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
During successful Mobilisation Events, participants experience a predictable mindset change cycle
Engage
Break currentframe
Create newframe
Overcome obstacles tochange
StrongPositive
Neutral
StrongNegative
• Prepare to suspend normal prejudices/be objective
• Recognise existing feelings as legitimate
• See business issues from a new perspective
• Feel demoralized/ angry about the status quo
• Feel need to change
• Begin to accept validity of new business perspective and goal set: global competition, shared aspirations, leveraging resources, winning
• Begin to want to change, but don’t know how; angry that recipe not given
• Explicitly raise and address personal and organizational obstacles to change
• Define actions and workstreams; shift to line manager ownership
• Begin to feel change is within their grasp/first steps are
clear
MindsetChangeCycle
IntellectualCycle
EmotionalCycle
The design of the Event must ensure that participants are not at the emotional low when it finishes.
The design of the Event must ensure that participants are not at the emotional low when it finishes.
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
- 12 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation Events have been used to initiate actions and projects to fix the Product Creation Process
• Example: Electronics Company
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
Agenda (2 days)
Evening• MD Welcome• Outside speaker:
–Business Transformation Case Study (Plenary)
Day 1• Introduction to Business Processes
(Plenary)• Examples of PCP failures
(Plenary)• Idea generation for Development
Processes; As-Is mapping of marketing processes, and idea generation(small group work)
• Report back(Plenary)
• Prioritisation of PCP improvements(small group work)
• Report back(Plenary)
Morning 2• Action planning (small group work)• Report back
(Plenary)• Close
• Attendees:
– Top 50 managers.
• Objectives:
– Identify key breakdowns in Product Creation and associated processes.
– Develop possible solutions to Product Creation Process (PCP) problems.
– Gain commitment to launch and support projects to fix PCP and related processes.
- 13 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The Event agenda must reflect the mindset change cycle
Typical Agenda:
Engage
Break currentframe
Create newframe
Overcome obstacles tochange
StrongPositive
Neutral
StrongNegative
Introduction
Background
Scene setting
Injectionof data
Small groupwork to identifyways forward
Report backto whole
group
Small groupwork torefine
solutions
Reportback towholegroup
• Each session needs to be clearly defined:– Objectives
– Inputs
– Outputs
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
As a stream progresses, the low point in the cycle will not be so marked.As a stream progresses, the low point in the cycle will not be so marked.
- 14 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Properly planned, Mobilisation Events can create leverage
• Events, although time consuming, can be time effective:
– Usually can get more senior management time to work issues.
– Gathers all key players together.
– Forces pace in terms of decision-making.
– Much more effective use of “part time” resource.
– Emotional and intellectual energy can create breakthrough results.
• Consultants can use Events to cycle compress and manage time:
– Gains greater understanding and commitment faster.
– An alternative to NWTs as an approach to managing streams of work: for example at a retail client:
• 1 Consultant and 1 Joint Team member manage 3–5 streams.
• Normal NWT approach might suggest 2–3 consultants and 5–7 Joint Team members.
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
- 15 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation Events can be organised as a vertical cascade down the organisation
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
Town Meetings can be similarly used to cascade messages through an organisation rapidly.
Town Meetings can be similarly used to cascade messages through an organisation rapidly.
CASCADE
• Participants in one Event lead the cascade Events lower down, as appropriate
Example Event Description
• Corporate and senior business managers generate Corporate initiatives, set targets and track progress.
• Senior business managers and middle management clarify implications of corporate initiatives, and generate projects to meet targets.
• Cross functional senior, middle and junior management use mobilisation Events as part of project architecture.
• Analysis and data are carried from one session to another to build learning and capabilities.
- 16 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
There are some clear CSFs for Mobilisation Events• Clear objectives and required outputs from the Event.
• Commitment and support from the owner of the Event.
• Carefully prepared input (garbage in, garbage out):– May have taken weeks or even months:
• Brown papers.
• Focus interviews/executive interviews.
• Other analysis.
• Carefully design the agenda:– Clear objectives and outputs from each session.
– Manage the mindset change cycle.
– Actively involve all participants as much as possible:
• Minimise the lecturing.
– Vary the nature of the sessions to avoid boredom.
• Sufficient facilitators and floating resources to cope with the unexpected.
• Facilitators well briefed on the content and outputs for each session.
• Good logistics management during the Event.
• Clear, unambiguous RACI.
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
- 17 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Do not underestimate the resources needed for an Event
• Cost:
– The cash cost will clearly vary depending on the scale of the Event, the location, and the sophistication.
– The hidden cost is having a large number of managers out of the business for the duration, including travelling time.
– Mobilisation events are now priced seperately on the Gemini pricing sheet.
• Manpower for:
Preparation During the Event Follow-up
• Event and venue logistics, including invitations.
• Agenda design and specification of session outputs.
• Injections of data.
• Facilitator training.
• Briefing the owner.
• One facilitator per small working group (typically 10–12 people).
• One overall Event facilitator.
• One floating facilitator per 7 or 8 small working groups.
• Secretarial/Mac resource.
• Debrief with the owner.
• Send out copies of the output (if not done at the Event).
• Plan how commitments and action plans will be followed up.
MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS
- 18 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
A successful Town Meeting requires careful planning and management
• Preparation:– Coach senior management group about their role.
– Plan how questions will be collected and asked.
– Facilitator should understand the “big issues” that are likely to arise.
– Manage invitation and venue logistics.
• During the Town Meeting:– Manage the nature of the questions according to the emotional level of the meeting.
– Senior management answer questions, not give lectures.
– Senior management should take decisions, rather than just give information, if the decision demands.
– Focus on the issues—not the emotions and personalities.
– Check that questions have been answered satisfactorily.
– Record all commitments and questions that are deferred for lack of information.
• Follow-up:– Debrief senior management.
– Distribute meeting summary and next steps.
– Ensure outstanding questions are answered, and decisions implemented.
MOBILISATION BUILDING BLOCKS: TOWN MEETINGS
- 19 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Change Agents are the key to real leverage
• Change Agents should be:– High fliers.– Well respected in the organisation.– Able to influence people.
• Change Agents need training to deliver Mobilisation Events and Town Meetings, and lead Action Learning Teams:
– Change Management skills.– Project design management skills.– Team building skills.
• Change Agents need support:– Senior management mentors:
• To guide the Change Agents.• To help them overcome obstacles.
– Offline coaching:• Day-to-day project management issues.
– Network of other Change Agents where possible.
Change Agents also need a clear mandate from senior management if they are to be effective.
Change Agents also need a clear mandate from senior management if they are to be effective.
MOBILISATION BUILDING BLOCKS: CHANGE AGENTS
- 20 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Gemini needs to create the conditions for Action Learning Teams to succeed
• Action Learning Teams are:
– Usually led by Change Agents.
– Usually part time.
– Charged with solving a specific problem.
– Temporary.
• The CSFs are:
– Charter requires a “Breakthrough”.
– Change Agent selection and training.
– Visible senior management support and commitment.
– Explicit commitment of superiors to the time contract of team members for regular role and ALT role.
– Mentoring role of senior managers with Change Agents.
– Clear date for reporting back achievements to senior management.
– Regular support, coaching and progress checking by Gemini/project office with Change Agents.
MOBILISATION BUILDING BLOCKS: ACTION LEARNING TEAMS
- 21 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Action Learning Teams are the highest form of leverage, both of the organisation and consultants
• Medium learning• Medium leverage• High control• Strong deliverables
NWT
AnalysisTeam
ActionLearning
Team• High learning• High leverage• Low control: higher failure rate• Patchy deliverables
• Action Learning Teams tend not to be as driven by established procedures or skills as a Gemini NWT or Analysis Team, but offer much more leverage.
• Action Learning Teams provide the opportunity for invention and reflection, creating the environment for the client to develop breakthroughs in performance.
MOBILISATION BUILDING BLOCKS: ACTION LEARNING TEAMS
See also “Task-based Teams” section for other types of teams on projects.
• Patchy learning• Low leverage• High control• Very strong deliverables
High leverage models contrast strongly with other Gemini approaches in terms of the control that can be exercised.
High leverage models contrast strongly with other Gemini approaches in terms of the control that can be exercised.
- 22 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Client expectations need to be very carefully managed when using mobilisation building blocks
• Mobilisation Events are costly and high profile:
– Clients need to understand why we are doing them and where they fit in, so that they can support or defend them.
• Town meetings need careful preparation, time and personal investment from senior management
– Higher potential return in mobilisation but higher related risk in managing process and outcomes.
• Action Learning Teams are “high leverage, low control”:
– Clients need to understand why we are doing them, and what to expect in terms of benefits and deliverables, compared with other consulting approaches.
– Mobilisation benefits are primarily in terms of enhancing other outcomes and benefits:
– Seldom directly quantifiable.
MOBILISATION BUILDING BLOCKS
Mobilisation in Projects
- 24 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
There are two different levels of mobilisation
• Transformation mobilisation:
Mobilisation should never be a separate stream, but an integral part of the way we deliver projects.
Mobilisation should never be a separate stream, but an integral part of the way we deliver projects.
MOBILISATION IN PROJECTS
• Stream mobilisation:
See also “Project Design” section.
Mobilise the entire organisation around the transformation.
Mobilise the affected parts of the organisation around the stream:
– This is appropriate in transformation and non-transformation projects.
- 25 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
What does a mobilised organisation look like?
• Vision and values are clear and understood.
• Vision translated to every job—employees know how they contribute.
• Individuals feel a sense of ownership of the company’s performance.
• Forums exist for individuals at all levels to contribute to defining how the vision will be implemented.
• Communication is fast and fluid and a by-product of involvement:
– Understanding and knowledge are sources of competitive advantage for the organisation, not individuals.
• Improvement initiatives are ambitions, focused top-down and driven bottom-up, and encounter little resistance (there are few surprises; the whole organisation is actively engaged).
• Once a direction is chosen or decision is made, it moves fast:
– Faster than competitors because of an aligned and committed workforce.
Since Transformation requires a business to work with new paradigms, mobilisation needs to be part of the project design.
Since Transformation requires a business to work with new paradigms, mobilisation needs to be part of the project design.
MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION
- 26 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Over time at the Electronics client, a model of horizontal cascades developed
MOBILISATION BUILDING BLOCKS; MOBILISATION EVENTS
Analysis and data are carried from one session to another to build learningand capabilities.
Analysis and data are carried from one session to another to build learningand capabilities.
CII
CII
FUa(2) CII
FU(3)
CII
FU(4)
ChangeAgent
Training
ChangeManagementProgramme
OEMCenturion
BusinessPlanningCenturion
CII
FU(5)
Projectsto
fix PCP
• PCP focus
• Focus on Development Resource Allocation Process
• Focus on quotation process• Allow priorities to be set
• Focus on strategic planning process
Project facilitation
a. FU = follow up.
• Train Change Agents for PCP projects
• Review achievements
- 27 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The mobilisation building blocks complement other Gemini technologies
• Mobilisation Events can be combined with NWTs, RATs and Analysis Teams in many ways, e.g.:
MOBILISATION BUILDING BLOCKS
Process re-engineering
Quick hit improvements
Develop strategic intent Event EventAT AT
• Launch• Review current
strategy, emerging issues
• Review initial findings
Event
• Develop outline strategic options
AT
Event EventNWT NWT
• Launch• Review charter• Initial idea generation
• Generate To-Be from As-Is
Event EventRATs
• Launch• Identify quick hits
• Report back on achievement
- 28 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The mobilisation building blocks complement other Gemini technologies (cont.)
• Facilitation skills are important for all the building blocks:
– Mobilisation Events require challenging facilitation to deliver the outputs.
– Good facilitation is key to the success of Town Meetings.
– Change Agents need to be trained in facilitation.
• PS/TB is equally a core requirement:
– This is at the heart of the small group work sessions in Mobilisation Events.
– Again, a core skill for Change Agents to use with their teams.
• Joint Teams can be involved in preparing and running Mobilisation Events and Town Meetings.
• Executive Steering Groups are just as relevant to managing the project when using mobilisation and leverage building blocks.
• Client communications and newsletters are still necessary, reaching even larger audiences and informing them of the projects, progress and changes.
MOBILISATION BUILDING BLOCKS
See also “Client Communications” section.
- 29 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The initial mobilisation architecture should be developed at the Project Design stage
• The data needed would usually be collected during the Scoping phase.
• The project design should consider the three key dimensions:
• The top clients should be involved as early as possible to create additional ownership and gather further insights:
– The Transformation Map is a powerful tool for this.
– Not every population should be targeted
Improve Mobilise Sustain
MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION
See also “Transformation Mapping” section.
- 30 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The mobilisation imperatives are the gap between the As-Is and the mobilised To-Be organisation
Internal (Executive & Focus Interviews)
• Industry
• Their issues
• Skills
• Who they admire
• What do they think needs to be done?
• What are they doing?
• What has been tried?
• History: Background, training; mobilisation, initiatives, change programmes
External Benchmarks
Including:• Industry leaders
• Technology trends
• Customer trends
• Competitor actions
• Different geographic markets
Mobilisation Imperatives• Power balances
• Connected
• Power imbalances
• Disconnected
Organisation As-Is Organisation To-Be
MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION
- 31 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
The mobilisation architecture—the plan to move the organisation—can be developed based on the imperatives
• Example: European Retailer (process took about 1 month)
• CEO/Division divide
• Financial underperformance
• Buying and merchandising
• CEO/Divisional MD team
• Strong financial returns
• World class retailer
• Customer driven
• Entrepreneurial culture
• Empowered store managers
• Respected management capability
• Staff identify with divisions and corporate
• Partnership between Retail Operations and Buying & Merchandising
• Raise management competence
• Standards set and maintained in basic
• Large (300 person) Events focused on store manager, with CEO, MDs and other executives present
• Event for top 130 to develop the vision
• Develop Executive Group (CEO & MDs)
• Cross corporation management, store managers and sales staff development workshops
• NWTs to engage middle management on supply chain and retail best practice
Organisation As-Is Organisation To-Be
Mobilisation Architecture
Mobilisation Imperatives
MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION
- 32 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation building blocks are valuable within individual streams too
• The same three key dimensions are relevant to the stream design:
• Mobilisation seeks to create shared ownership and momentum for problems and their solution through involvement.
• The benefits can include:
– Gain a critical mass of support for the change.
– Reduce resistance to change.
– Compress the time to implement change.
– Leverage the organisation’s knowledge and experience.
– Leverage the consulting resource.
– Embed learning so efforts are sustaining.
Improve Mobilise Sustain
MOBILISATION IN PROJECTS: STREAM MOBILISATION
- 33 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Small scale Mobilisation Events have been used to develop shared visions and business plans
• Example: Chemicals Company (6 months):Understand
implications of corporate history
AT AT
• Review of market, customers, competitors and costs
• Additional analysis
• Develop draft restructuring plan
AT
How well are we performing?
What are our core competences and
improvement opportunities?
What are the options for the business in
the future?
Develop shared vision
• Action Learning Team of high-potential middle managers supports leadership by preparing high-quality analyses, insights, and recommendations.
• Action Learning Team members later used to lead projects to begin making the vision happen.
AT AT
• Revise restructuring plan
• Analysis of new markets, industry trends
• Additional analysis• Product range
requirements• Draft Business Plan
• Revise Business Plan, add action plans
• Agree process• Surface initial
concerns
• Review findings• Raise issues
• Review draft restructuring plan
• Raise issues
• Agree restructuring plan
• Review analysis• Raise issues
• Review Business Plan
• Raise issues
• Finalise Business Plan
• Example: Electronics Company (2 months):
MOBILISATION IN PROJECTS: STREAM MOBILISATION
Leadership Group Events:
Launch initiatives
and deploy resources
- 34 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
A combination of Analysis Team, mobilisation Events and coaching have been used to drive project workstreams from the Strategy and Operating Plan
The Managing Director was very pleased with the level of commitment to the operating plan and project workstreams.
The Managing Director was very pleased with the level of commitment to the operating plan and project workstreams.
MOBILISATION IN PROJECTS: STREAM MOBILISATION
AT
Operating PlanningEvent 1
(50 people)
Operating PlanningEvent 2
(80 people)
Coached OperatingPlan Development Project
Workstreams
NWT
NWT
NWT
NWT
CEOPresent-
ationBoard
ReviewBoard
Review
Strategy Development
- 35 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
A two day, 100-person Event kicked off five major streams, identified training needs, and highlighted the need to “just do” other things
MOBILISATION IN PROJECTS: STREAM MOBILISATION
Productivity
Sales Staff Dev
Branch Mgr Dev
Performance Mgmt
TM
HR Change Skills Training
Specific Action Plans• Equal opportunities• Cross-division job opportunities
Workshops for over 100 HR professionals
10–15 workshops for 25–40 people each
• All of these streams will use NWT members from the Kick-off Event, and will use mobilisation tools to pilot cross-divisional processes in lead divisions
• Led by 1 Gemini consultant and 1 joint team member
HR Kick-off Event
Management Capability
Steering Group
The kick-off Event was key to setting priorities and gaining commitment.The kick-off Event was key to setting priorities and gaining commitment.
NWT
NWT
NWT
NWT
Action Learning Team
Action Learning Team
- 36 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation Events were used to accelerate the implementation of performance planning and monitoring systems in a 7-division business
• 60 people:– Mainly from divisions.– 20 positioned as NWT members.
• Inputs: As-Is from A&D.
• Outputs: Strawman To-Be.
• Presentation to CEO and MDs at the end:– Builds.– Sign off.
MOBILISATION IN PROJECTS: STREAM MOBILISATION
• Compressed:– Budget cycle (6 months to 6 weeks).– Capex cycle (9 weeks to 3 weeks).
• Introduced:– Strategic and Operating planning processes.– Key Performance Indicators.
• Reviewed first set of Operating Plans on 15 September.
Achievements:• 60% Gemini consultant.
• 11/2 Joint Team members.
Resources:
June July August September October
NWT: Strategy Planning Process
NWT: Key Performance Indicators
NWT: Budget Process
NWT: Capex
NWT: Operating Planning Process To-Be refinement
- 37 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Mobilisation has been used in a number of A&D’s and is planned to take an increasingly prominent role in scoping transformation
MOBILISATION IN PROJECTS: A&D
Typical timeline (Weeks)
PhaseElements
MobilisationTool
1–2 3–4 5–6 7–8
• Introduction to Business
• Clarifying issue
• Identifying alignment/energy
• Sizing issue
• Creating insights
• Earning right
• Developing way forward
• Project start-up
Board and functional focus interviews
Mobilisation accelerates and deepens client buy-in and can compress the cycle time.
Mobilisation accelerates and deepens client buy-in and can compress the cycle time.
Top management team workshops
Mobilisation events
Town meetings
- 38 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
At a retail client, it was key to consistently developing the Board, and took 4 not 6 weeks as a Scoping phase
MOBILISATION IN PROJECTS: A&D
Mobilisation is not just for the “Masses”.Mobilisation is not just for the “Masses”.
Time Line
PhaseElements
Week 1
GroupWork
TownMeetings
Week 2 Week 3 Week 4
• Developing way forward
• Clarifying issue • Sizing issue/creating insights
• Project start up
Board
Departmental
EI
FI
Board updates
[Some diagnostics]
Board Project Design
Functional Project Design
ESG
ATs
RATs
NWTs
• Upward momentum (after executive & focus interview state)
• Roll out
- 39 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Judgement and timing are key when mobilising within an A&D, but the rewards can be great
MOBILISATION IN PROJECTS: A&D
Board Executive Interviews (EI)
Benefits• Eliminates:
–Many unnecessary hours of individual EIs and feedback–Hours of analysis and panel smithing
• Demonstrates how the Board work together• Facilitates concensus:
–Manages conflict• Builds tremendous springboard into:
–Board updates–Board project design
• Moves the Board on in their understanding of themselves and the Business
• Develops total Board relationship necessary for Results Delivery transition
• Develops consistent/sustainable Board trust
Caveats• Retain a number of 1:1 meetings with key clients to:
–Capture differences/dissent–Handle highly confidential information–Build partner relationship with MD/KIs
Functional Focus Interviews (FI)
• Eliminates unnecessary hours of individual meetings to collect and feed back
• Captures whole department• Depersonalises• “Educates” lower levels within Organisation• Lays foundation for Results Delivery co-operation
• Retain a number of 1:1 meetings with key clients to:–Capture differences/dissent–Handle highly confidential information–Build partner relationships
Town MeetingsDuring weeks 2–5
During weeks 5–8
• Groundswell/approval of need confirmed• Data inputs to Study Design or Project Design• Starts expectation of communication
• Updating mechanism• Roll-out mechanism• Launches format for wider data collection/problem-solving
forums• Can be extended as a vehicle for workstream acceleration
within RD (e.g. leaping from As-Is to To-Be)
• Be clear on type and outputs of meeting• Timing is vital to use outputs correctly
- 40 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
At a retail client we directed the Board and mobilised the masses
MOBILISATION IN PROJECTS: A&D
MD & KI interview1 : 1
MD & KI interview1 : 1
2 issues:• How to expand to Continent• How to destroy Retail Ops mafia
• Issue identification:–Background–Themes–Prioritisation vs Strategic Intent and Ops plan
–Current initiatives–Reasons for failure
• Business targets vs progress on current initiatives:
–Gap analysis–Study/next steps design
Functional FIs
• Analysis• Findings
Town Meeting
• Feedback
Board Updates
• Confirmation• Sizing• Redirection• Reprioritisation• Decision making
Board Project Design—using Metaplan
(i) Preliminary design data– Internal– External• [inter meeting detail design]
(ii) Ratification of Design and Targets
27 ISSUES!!(all UK based)
2 key issues:• Strategy• LFL decline
Study Planning
Study Findings
We saw hidden issues:• Board weaknesses
–Lack of decision making–Lack of focus–Unused to working together
Board starts to recognise own weaknesses
Creating Board confidence
• Energise• Legitimatizes
- 41 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Although we are still experimenting with what to use when, we can outline some initial ideas
Task
Possible use of mobilisation tools
Mobilisation EventsChange Agent/
Action Learning Team
Town MeetingsPossible other tools
also employed
• Develop strategic intent
• Develop business strategy
• Identify best practice
• Process improvement
• Process re-engineering
• Organisational redesign
• Organisational right-sizing
• Develop intent/strategy with senior management
• Gain commitment of senior/middle management to the intent/strategy
• Bring together practitioners to identify Best Practice
• Bring together practitioners to disseminate
• Generate As-Is• Validate As-Is and
generate To-Be• Validate refined
To-Be
• Different parts of the organisation work through the implications of the new organisation
• Communicate strategy/intent to the whole company
• Communicate activity around Best Practice and surface concerns
• Communicate activity around process improvement/ re-engineering and surface concerns
• Communicate the new organisation, the underlying rationale, and surface concerns
• Codify Best Practice
• Implement Best Practice
• Create new practices
• Construct As-Is• Refine detail of
To-Be• Implement To-
Be
• Analysis Teams to inject data into Events/structure and further develop hypotheses and recommendations discussed at Events
• Analysis Teams to benchmark
• NWT to codify Best Practice
• NWT to implement Best Practice
• NWT to construct As-Is• NWT to refine To-Be• NWT to implement
To-Be• RATs to effect “Easy
Wins”
• Analysis Teams for sensitive organisational design/right-sizing To-Be
• NWTs to map As-Is
MOBILISATION IN PROJECTS
• Evaluate and implement new business opportunities
• Develop intent
• Develop new teams, post the changes
- 42 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Learning from Experience
• Current experience is project based, and only a starting point:
Consumer Mobilisation Events John Bateson 340 3503Electronics Town Meetings Jayne Buxton 340 3196
Change Agents/Action Marc Coladon 441 2047 Learning Teams Gavin Fraser 340 3222
Faith Gibson 340 3100 Joanna Horsfall 340 3245
Mark Harford 340 3235
Retail Mobilisation Events David Barrett 340 3182Town Meetings Carrie Coombs 340 3205
Peter Keuls 340 3262Mary Kennedy 340 3261Harry Steadman 340 3337
Tools UsedClient Key People
MOBILISATION
VMS
- 43 -GDBP Guidelines—Discovery—Mobilisation & Client Leverage
RUNNING HEAD: 10 BOLD ALL CAPS
Proprietary to Gemini Consulting 04/09/23
Learning from Experience (cont.)
FMCG/Drinks Action Learning Teams Peter Keuls 340 3262Faith Gibson 340 3100John Riker 340 3316Chris Tchen 340 3341
Financial Action Learning Teams Faith Gibson 340 3100Services Mobilisation Events Peter Keuls 340 3262
John Riker 340 3316Chris Tchen 340 3341
Mobilisation in A&D’s Gavin Fraser 340 3222
Didier Bonnet 340 3189
Tools UsedClient Key People
VMS
MOBILISATION
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