Welcome to“Change – the imperatives for success”

7th November 2013

Agenda

6.00pm Introduction Martin Taylor, Director, WeDeliverChange

6.05pm Welcome Andrew Bragg, Chief Executive, APM

6.15pm Alex Swarbrick, Senior Consultant, Roffey Park Institute

6.55pm Neil Ennis, Network Transformation Director, The Post Office

7.35pm John Wardle, Head of Engineering Operations, KCOM Group

8.15pm Close

Andrew BraggChief Executive

Association for Project Management

Alex SwarbrickRoffey Park Institute

Leadership of change

67 years at the forefront of Leadership and Management Development

Organisational Development

Human Resources

Personal Effectiveness

Introducing Roffey Park

Introducing Roffey Park

Biggest issues and challenges

Doing more with less

Managing change

Staff morale

Managing workloads

Reduced revenue or budget

The economic climate

60%

54%

53%

51%

43%

41%

(The Management Agenda 2013. Roffey Park Institute)

How much does your organisation need to change?

Radically6%

A great deal31%

A fair amount44%

Not very much17%

Not at all1%

(The Management Agenda 2013. Roffey Park Institute)

Strategies to address the challenges?

Leadership development

Efficiency savings

Implementing new technology

Improving employee engagement

Talent management

Breaking into new markets

Focusing on innovation

Public/private partnerships

55%

51%

45%

42%

41%

31%

31%

20%

(The Management Agenda 2013. Roffey Park Institute)

3 key questions

1. Finish the sentence… “Organisations are a bit like….”

2. Who likes change?

– What about change do you like?

3. Of those who didn’t put up their hands…

– Think of a change you haven’t liked; what was that about?

One view of organisations

Vision Goals

Objectives

Plans

Actions

Results

What do you see?

What do you see?

3 key questions

1. Finish the sentence… “Organisations are a bit like….”

2. Who likes change?

– What about change do you like?

3. Of those who didn’t put up their hands…

– Think of a change you haven’t liked; what was that about?

Energy more internally focused Energy more externally focused

Testing /experimenting

Holding OnFighting Disintegration

Letting go

Numbness,daze

Shock - losing focus

copingeuphoria

pining

Denial

minimising

Discovery and learning

Feelings of optimism, hope, and renewed energy

Integration

and new meaningFeelings of

satisfaction

Moving onReintegration

Turbulent time

self

Blame

others

Feelings of panic, dread, helplessness apathy, anger, depression

Resistance

Time

Per

form

ance

Understanding human experience of change

Shared purpose– Vision, purpose, benefits to all

involved, throughout

Visible backing from the top– Demonstrated wholehearted

belief in the change by senior leadership

Stakeholder engagement– It must be owned by the people

it concerns. ‘Done with’, not ‘done to’.

Meaningful measurement– Convincing evidence linked to

the vision and intended outcomes

What helps?Good leadership

What helps?Good leadership

Minimise shock

Give full and early communication of intentions, possibilities and overall direction

Be patient

Discuss implications of change with individuals

Notice and pay attention to people’s small signals

Listen, empathise, offer support

Allow expression of difficult views and emotions.

Help individuals weather the storm.

Recognise baggage

Don’t take things personally

Help others complete e.g. rituals

Allow others to take responsibility

Encourage

Create goals

Coach

Encourage risk taking

Exchange feedback

Set up development opportunities

Discuss meaning and learning

Reflection

Overview of experience

Celebrate success

Prepare to move on

Energy more externally focusedEnergy more internally focused

Testing /experimenting

Discovery and learning Integration

and new meaning

Holding OnDisintegration

Letting go

Numbness,daze

Shock - losing focus

copingeuphoria

pining

Denial

minimising

Turbulent time self

Blame

others

Feelings of panic, dread, helplessness, apathy, anger, depression

Feelings of optimism, hope, and renewed energy

Feelings of satisfaction

Moving onReintegration

Leadership responsibilities at each stage

Resistance

Leadership and the human experience of change

Q&A

The Post Office is changing

Neil EnnisNetwork Transformation Director

November 2013

All statistics correct as of November 2013

• Customers want us to be open when they require a service

• Customers don’t want to queue• Open plan counters for clients and customers• Products relevant to our customers• Post Office needs to be a footfall driver for

Agents• Retain and grow our customer base• Sustain the Post Offices Network across the

UK

1. Why the Post Office needs to change - Key drivers

• Number One Mails retailer in the UK• Fastest Growing Financial Services Provider in

the UK• Number One at Travel Money in the UK• Largest independent Travel Insurer in the UK• £17bn invested – the nation trusts us with its

savings• Making life easier for customers to connect

with government• Sixth largest telephony provider in the UK

1. Why the Post Office needs to change - Strategy for Growth

• The Post Office is proud of its Past and is modernising for the future

• No more closures!• Every Community that has a Post Office

service will retain that service• Our new Local and Main models will continue

to serve our customers well into the future• We have to change the way we work –

everybody loves The Post Office but we need to change

• Continue as the largest retail network in UK with 11,800 branches

1. Why the Post Office needs to change - To Grow we need a Modern Network

1. Key Post Office Change statistics

1200

New BranchesWe now have over 1,200 new style branches across UK.

2000

New ContractsOver 2,000 branches have now signed up to convert to new models.

90% Satisfied operators Operator satisfaction is also very high, with YTD figures showing a 90% satisfaction with the new model branches.

95% Satisfied customersCustomers are continuing to demonstrate high levels of satisfaction with the new style branches. With average satisfaction levels across both mains and locals at 95%

46 Seconds Average waiting time in local branches is 46 seconds and 1 minute 13 seconds in main branches.

1. Why the Post Office needs to change - Sowerby Bridge Post Office, Yorkshire

BEFORE

AFTER

• 30 years ago we had a monopoly in Mails, Pensions & Benefits

• 20 years ago – still had almost all Pension payments and Mails

• 10 years ago – much reduced Pensions income, Financial services growing, Mails competition strengthens

• Now– standalone business separate from Royal Mail • Appetite for change strategically very high – Board

Support• Biggest transformation ever in the Post Office• Network, IT Transformation, People, Product growth

(£1.34bn)• Changing with customers habits e.g. Foreign Currency,

click and collect

2. Change culture in the Post Office - Growing Appetite for Change

• Stakeholder engagement – explain the value of the change and why we need to do it and what it means for communities across the UK (Our Shareholder, Local MPs, Local Authorities, Community Groups, Customers)

• New Board – relevant Post Office and private sector experience

• Our Agents – sustainability of their whole business and help from The Post Office to grow with new products and investment

• All of our People – convincing them that The Post Office is a great place to work and has a positive future

• Programme and Project Staff - opportunity to develop hands on project skills and deliver major change against challenging timescales

3. Resistance to change in the Post Office - How are we taking our People with us?

3. Resistance to change in the Post Office - Newport Pagnell opening event! (1/1200)

• The Post Office cannot stand still we have to modernise as the world around us changes – not optional!

• Our Portfolio of programmes are now focused on delivering our growth strategy – no exceptions – 5 year plan

• We have to take our people and our Agents on the change Journey

• Clarity on what change is expected and what rewards are available

• Prepared to make the difficult decisions• Once the direction is agreed we relentlessly deliver but

remain agile to our customers, clients and stakeholders• Learn from mistakes – keep improving the new Post Office

models as we roll out across the UK

4. Lessons Learnt as the Post Office implement major change

4. Bedale Post Office – over 200 MPs have opened new branches!!

Bedale is the first Post Office branch in my constituency to be modernised as part of the nationwide investment scheme and I am delighted to be here today to officially declare it open. Ian Sykes and his team have given the Post Office a complete make-over, and customer reaction has been overwhelmingly positive.

Rt Hon William Hague MP

Pictured with sub-postmaster Ian Sykes, Bedale Post Office

Q & A

The Post Office is Changing;your questions………..

Making Engineering a Fantastic Place to Work

October 2013John Wardle

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35

36

37

38

39

40

Making Engineering a Fantastic Place to Work

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Take outs• Be honest about your in-house capability and capacity to effect the change.

Investing in specialist help / consultancy can have a huge ROI.• At the start of and during a change programme, set the context with your people.

• Focus the majority of your effort on the people involved, not the tasks necessary.• Look closely at your leadership capability in junior / middle management roles

and tackle issues here immediately.• Throughout the change, never stop communicating with your people.• Don’t allow people (through fear) to stay at the ‘Bus Stop’. Help them to get

aboard and overcome their fears.• Recognise and reward successes and great team performance. Manage under

performance effectively.• Don’t be afraid to part company with some people. It will ultimately be the right

decision for your business and them.

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Thank you for attending“Change – the imperatives for success”

7th November 2013