low carbon smes workshop finishers- coating and painting 1,872 plating company 1,126 powder coating...
TRANSCRIPT
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Low Carbon SMEs
WorkshopThursday, 11th October 2018
Transform Your Business by Responding to
Change for Low Carbon
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Welcome Note
By
Pawan Budhwar
Profile- Project Academic (Low Carbon SMEs)
Professor, Work & Organisational Psychology Department
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Agenda Presented by-
9:30am – 9:35am Welcome note Pawan Budhwar
9:35am – 9:45am Overview of the Low Carbon SMEs Programme John Kyffin-Hughes
9:50am – 10:20am Readiness for Change Pawan Budhwar
10:20am – 10:40am Guest Speaker- Birmingham College Rinku
10:40am – 10:50am Break
10:50am - 11:10am Knowledge Management and Low Carbon Matthew Hall
11:10am- 12:00pm Staying Competitive via Innovation and
Responding to Environmental ChallengesNick Theodorakopoulos
12:00pm-1:00pm: Close Note, Lunch & networking
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Low Carbon SMEs-
Transform Your Business by Responding to
Change
Workshop No. Workshop theme Date
Workshop 1 Low Carbon SMEs Launch Tuesday 23rd November 2018
Workshop 2 Fast track to ISO 14001:2015 -Implementation Overview Thursday 26th April 2018
Workshop 3 Reduce your costs through Resource Efficiency Tuesday 18th September 2018
Workshop 4 Transform Your Business by Responding to Change Thursday 11th October 2018
Workshop 5 Data Management Thursday 24th January 2019
Workshop 6 Green Logistics & Purchasing Thursday 21st March 2019
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About -Low Carbon SMEs Project
This project is part funded by European Funded Project (ERDF)
Tailored support to reduce client SMEs’ carbon footprint
Less than 250 employees, turnover less than 50M euros
GBSLEP-Greater Birmingham and Solihull LEP area
BCLEP- Black Country LEP area- Dudley, Sandwell, Walsall, Wolverhampton
High energy users
Manufacturing, foundries, pressworks, baking, surface treatment, etc.
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Low Carbon SMEs- Project Team
Project team: Project Director-Prasanta Dey, Project Manager- Jamal Lea,
Business Engagement Manager- John Kyffin-Hughes, Project Coordinator-
Adiba Amin, Project Administrator- Jennifer Knight
Project Academics: 17 Academics from Aston Business School, School of
Engineering & Applied Science, Work and Organisational Psychology
Department.
Website-www.smelowcarbon.co.uk
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Carbon Footprint and Energy Cost reductions (385 tCO2e)
Low Carbon Diagnostics• FREE 2-5 days support per SME• Baseline measurement of energy consumption, carbon footprint and other relevant
business metrics• Benchmark performance in managing energy, carbon and process efficiency• Recommendations and improvement plan to reduce carbon• Follow up support to facilitate implementation of measures and monitoring improvement
WorkshopsUpcoming Workshops• Data Management-24th Jan 2019• Green Logistics & Purchasing- 21st Mar 2019
Low Carbon Grants• 50% funding up to £12,250 for
implementing measures to reduce carbon footprint
• Capital equipment
Long Term Project Collaborations
• FREE Support from University Academics
• Longer term process and business efficiency projects
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Baseline Carbon footprint and energy costs
Sector
Carbon footprint
baseline (tCO2e)
Metal finishers- coating and painting 1,872
Plating company 1,126
Powder Coating and Paint Spraying 972
Pressworks 823
Pressworks 618
Engineering 401
Pressworks 392
Wood products 354
Pressworks 346
Engineering 239
Plastic Packaging Manufacturer 120
Wire Manufacturer 116
Engineering 74
Needle manufacturer & training 64
Engineering 49
Jewellery Manufacturer 42
Tecnology Solutions Company 28
Commercial Vehicle Repairs 14
Wiring Harness Manufacturer 14
total 7,664
Energy Spend
£374,000
£363,000
£176,000
£185,000
£109,000
£101,000
£99,000
£96,000
£75,000
£90,000
£35,000
£21,200
£24,400
£21,700
£15,200
£10,200
£6,000
£4,200
£3,500
£1,809,400
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Low Carbon Grants - Examples
Efficient air compressor
systems
LED lighting
High efficiency motors
Energy Efficient Boilers
Voltage Optimization
and many more
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Low Carbon SMEs-
Transform Your Business by Responding to Change
Readiness for Change
Presented by- Pawan Budhwar
Profile- Project Academic (Low Carbon SMEs)
Professor, Work & Organisational Psychology Department
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Who Moved My Cheese?
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Why Bad Things Happen to (Good) Companies?
➢ The tyranny of success:
➢Organizational
➢Individual
➢ Structural and cultural inertia
➢ Organizational calcification
➢ “Broken business models”
➢ Arrogance
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Understanding Change
A comprehensive, collaborative and planned process of solving problems ---
- in order to improve work content, structures & relationships
➢ Transformational change
➢ Incremental change
➢ Punctuated equilibrium
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Different Types of Organizations
Type 1 – Too Busy to Think & Stop, e.g., Sony Walkman
➢ Poor at understanding (-)
➢ Poor at planning (-)
➢ Good at implementation (+)
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Different Types of Organizations
Type 2 – Too Busy to Act, e.g., Kodak
➢ Good at understanding (+)
➢ Poor at planning (-)
➢ Poor at implementation (-)
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Different Types of Organizations
Type 3 – Too Busy to Plan & Execute, e.g., Blockbuster
➢ Good at understanding (+)
➢ Good at planning (+)
➢ Poor at implementation (-)
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Different Types of Organizations
Type 4 – The Change Champion, e.g., Birmingham College
➢ Good at understanding (+)
➢ Good at planning (+)
➢ Good at implementation (+)
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Pressures for Change
➢ Performance gaps
➢ Competitive pressures
➢ Technological breakthroughs
➢ Shifting markets
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A Framework for Organisational Change
CONTEXT
- External
PESTLE
5-Forces
- Internal
Value Chain
Cultural Web
CONTENT
Outcomes in terms of
directions & methods
At different levels
- strategic -
operational
In Different subsystems
APPROACH
- Culture
- Structure
- Power relations
- Management/
Leadership style
- Timeframe
WHY WHATHOW
TIMEFRAME (t)WHEN:
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Six Steps in Managing a Change Process
➢ Recognition of the need to change
➢ Start of the process
➢ Diagnosis
➢ Preparing & planning for implementation
➢ Implementation
➢ Review
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Managing Change: Dilemmas
➢ Reflection:
➢Develop a list of dilemmas you might experience while brining about a
major change in your organisation while pursuing low carbon initiatives.
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Managing Personal Transitions
1. Shock
2. Denial
3. Awareness
4. Acceptance5. Testing
6. Search for meaning
7. Integration
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Why Does Change Often Fails?
1.
2.
3.
4.
5.
6.
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Checklist: Effectiveness in Managing Change
➢ Strategic planning
➢ Promptness
➢ Internal cultural weakness
➢ Judge employees reaction to change
➢ Communication
➢ Maintain impetus of change programmes
➢ Building reinforcing mechanisms
➢ Devote sufficient resources
➢ Leadership
➢ Preparedness and implementation
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Building Organisational Agility
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Organizational Resilience (OR) OR is “the ability of an organization to anticipate, prepare for, respond and adapt
to incremental change and sudden disruptions in order to survive and prosper.”
It reaches beyond risk management towards a more holistic view of business
health and success. It is one that not merely survives over the long term, but also
flourishes - passing the test of time.
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Organizational Resilience Benchmark & Readiness for Change
https://www.bsigroup.com/en-GB/our-services/Organizational-Resilience/Organizational-Resilience-Benchmark/
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British Standards Institution (BSI) OR BenchmarkNo. Element Score Out of 6 (Max.)
1 Leadership
2 Vision & Purpose
3 Reputational Risk
4 Financial Aspects
5 Resource Management
6 Culture
7 Community Engagement
8 Awareness, Training & Testing
9 Alignment
10 Governance & Accountability
11 Business Continuity
12 Supply Chain
13 Information & Knowledge Management
14 Horizon Scanning
15 Innovation
16 Adaptive CapacityTotal Score: /96
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Guest Speaker
Low Carbon SMEs-
Transform Your Business by Responding to Change
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BIRMINGHAM COLLEGEwww.bcol.co.uk
A
WARM WELCOME
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BIRMINGHAM COLLEGEwww.bcol.co.uk
• A Brief History
• How we started out
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BIRMINGHAM COLLEGEwww.bcol.co.uk
• What Changed ?
• Shift in focus
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BIRMINGHAM COLLEGEwww.bcol.co.uk
• Forces Driving Change
- Government Policy
- Market Demand
- Innovation & Creativity
The Role of Technology
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BIRMINGHAM COLLEGEwww.bcol.co.uk
• Where we are now
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BIRMINGHAM COLLEGEwww.bcol.co.uk
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Break
Please feel free to complete your SME Feedback & Survey
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Knowledge Management and Low Carbon
Presented by- Dr. Matthew Hall.
Project Academic (Low Carbon SMEs) & Senior Lecturer Operations & Information
Management Department
Low Carbon SMEs-
Transform Your Business by Responding to Change
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What is knowledge management?
Low Carbon SMEs-
Transform Your Business by Responding to Change
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The tacit dimension of knowledge
“We know more than we can tell”
(Michael Polanyi, philosopher)
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Source: Skyrme (1999)
Relationship between knowledge and information
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Knowledge management:A definition
“supporting and achieving the creation, application, sharing and
retention of knowledge (generally in an organisational context)”
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Typical KM problems in organisations:
Duplication of work and ‘reinvention of the wheel’
Knowing what we know and where to locate sources of skill and expertise
Getting people to share their knowledge across organisational boundaries and innovate together
Protecting intellectual property rights
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Two approaches to knowledge management
Managing relationships between people
Managing relationships between people & info
People
People Information
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Identifying knowledge needs
On your tables, spend 10 minutes identifying
what knowledge, skills and information you
need in the transformation of your organisation
to low carbon
Be prepared to feed back your key points
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Staying Competitive via Innovation and
Responding to Environmental Challenges
Presented by- Professor Nicholas Theodorakopoulos School.
Project Academic (Low Carbon SMEs) & Professor of Entrepreneurship Development
and Head of Work and Organisational Psychology Department at Aston University
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Reflection
Business Concept:
“What is the product or service we intend to offer?”
“Who are the potential customers?”
“What is the compelling business need that we intend to address?”
“How can environmental management help build competitive
advantage?”
Personal Goals:
“Why am I doing this?”
Low Carbon SMEs-
Transform Your Business by Responding to Change
Low Carbon SMEs-
Transform Your Business by Responding to Change
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Low Carbon SMEs-
Transform Your Business by Responding to Change
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Common Features to SMEs with Innovative Effort
• More likely product rather than process innovation
• Focussed on niche rather than mass markets
• More likely firms supplying final products rather than component subcontractors
• Both incremental and ‘breakthrough’ innovations
• Internal factors are more important determinants on whether innovation plays a key role in success than external factors
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Low Carbon SMEs-
Transform Your Business by Responding to Change
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Identifying Innovatory Opportunities
• Creating and communicating an entrepreneurial vision
• Nurturing a culture receptive to change
• Capitalising on relationships with suppliers, customers and
others (e.g. opinion leaders; growth communities)
• Having in place mechanisms for identifying and assessing
opportunities - e.g. Customer visit reports, suggestion boxes and regular
meetings to discuss business opportunities
Theodorakopoulos et al. (2015)
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
Activity: Environmental Innovation in Your
Business
➢ What does environmental innovation mean to you?
➢ Who innovates in/for your business?
➢ Who could?
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
The Entrepreneurial Process
Opportunity Recognition
Idea Generation
Exploitation
Expressed as an
Opportunity Business Model
Structured questions
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Figuring Out the Opportunity Business Model
Dim
en
sio
ns D
rivers
Legal
Technological
Commercial
Societal
People
Place
Process
Profit
Proposition
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Opportunity Business model Context
Mar
ket
Ind
ustry
Customers
Segmentation Gap
Competitors
Mar
ket
anal
ysis
Ind
ust
ry a
nal
ysis
Low Carbon SMEs-Transform Your Business by Responding to Change
© All rights reserved
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
✓ Is there a sufficiently attractive market opportunity?
✓ Is the proposed offering feasible, both from a market and technology perspective?
✓ Can we compete (over a sufficient time horizon): is there sustainable competitive advantage?
✓ Is there the right set of skills and capabilities to exploit this opportunity?
✓ What is the risk / reward profile of this opportunity, and does it justify the investment of time and money?
So We have an Opportunity…
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
Activity: External Forces
➢ Which are the main forces impacting your business?
- Consider the political/legal, economic/commercial,
social, technological and legal environment
➢ How do you address these forces?
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
The company has identified environmental impacts of its operations, put in place programmes and initiatives to minimise these impacts.
The programmes include energy and resource efficiencies, which have resulted in; reduction of energy and wastes facilitating the sustainability of all aspects of the business processes, products and services.
Riding the Opportunity…
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
Faulkner and Bowman, 1995
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Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
4 Actions Framework
EliminateWhich of the factors that the
industry takes for granted
should be eliminated?
ReduceWhich factors should be
reduced well below
the industry’s standard?
CreateWhich factors should be
Created that the industry
has never offered?
RaiseWhich factors should be
raised well above
the industry’s standard?
A new value
proposition
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Low Carbon SMEs-Transform Your Business by Responding to Change
© All rights reserved
➢ What matters in the market?
Write down the features and benefits that matter to
customers.
➢ How do you rate / how do your competitors rate? Start filling in the competitor/benefits grid.
➢ Map your competitors’ and your own position for your opportunity.
Activity: Markets & Competitors
Benefits
Price
Benefit 1
Benefit 2
Benefit 3
Price Score
Our Own
Competitor A
Competitor B
Competitor C
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Low Carbon SMEs-Transform Your Business by Responding to Change
© All rights reserved
Business Model Canvas
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Closing Note
Low Carbon SMEs-
Transform Your Business by Responding to Change
© All rights reserved
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Thank you!
How to sign up and next steps…
John Kyffin-HughesBusiness Engagement ManagerEmail: [email protected]: +44 (0)121 204 4610Mob: +44(0)7771 403660
Jamal leaProject ManagerEmail: [email protected]: +44 (0)121 204 4248
Adiba AminProject CoordinatorEmail: [email protected]: +44 (0)121 204 3480
Low Carbon SMEs Team
Aston Business School (OIM)
Aston university
B4 7ET
Email: [email protected]
Website: www.smelowcarbon.co.uk
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