annual shared services gbs & bpo · change management – a top down, bottom up approach jamie...

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...


My ambition today:

to give you 5 insights that will help you on your unique journey


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..


(Source: William Bridges, Managing Transitions)

#1 how exciting and scary it is...


The complex challenges after transition Virtual structures

Millennial workforce

Flux of people & Process

Belonging & Place

Crisis of Service

Paradoxical goals


#2 Predictable response patterns


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”


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”


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”


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”


Our response:

TRYING TO FACILITATE CHANGE

TOP DOWN AND BOTTOM UP


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


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


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


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?


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


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?


#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


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


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


Questions & Feedback

Conference App download

http://doubledutch.me/download/deloitte-ssc-conference

Annual Shared Services GBS & BPO Conference

19-20 November 2014

Edinburgh

annual shared services gbs & bpo · change management – a top down, bottom up approach jamie...

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