researching & developing best practice for major collaborative change
DESCRIPTION
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management. Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available. The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey. On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type. One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change. Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate. Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.TRANSCRIPT
Researching & Developing Best Practice for Major Collaborative Change
Jim DaleDelivering More 4 Less
26 November 2013
A professional journey
A Professional Journey
My experience of delivering change in a command and control culture
Visionary top level charismatic leadership, drive and commitment
A sprinkling of good Programme / Project Management
Some recognised models …..
Unfreeze Move Refreeze
Plan Implement Consolidate
©
Forces For Change
Practicality of the change
Dissatisfaction with the status quo
Desirability of proposed change or end state
You screwed it up last time
cost of change
This is a bad idea
I don’t trust you
You gain but I loose
I don’t need this
>Some acknowledged tools…..
A
B
C
X
X
Focus
And some luck…..
Success is assured!
But everything changed ……..
The stark reality in the ‘age of alliances’
My own on-going research: methodology
Literature
Review
1:1 Semi Structured Interviews / Focus Groups
Self completed questionnaire
Research with an on-going Strategic Alliance Programme
Are organisatisations better or worse at implementing change than 10 years ago?
Much better
A little better
Neutral
A little worse
Not able to say
0 5 10 15 20 25 30 35
How Effective is your Organisation when Delivering Major Change?
EffectiveSometimes effective/ineffective
Ineffective
05
101520253035404550
Major Change
Major collaborative Change
Were any recognised models / practices used?
YesNo
Don’t know
0
10
20
30
40
50
60
Major Change
Major Collaborative Change
Series3
Most Popular tools / models
• Kotter’s 8 steps• Prince 2 / MSP• Lewin’s 3 steps• Force Field Analysis• Mckinsey 7 S• Lean Systems• EQFM• Business Process Re-
engineering• Agile• ITIL
• BS 11000• NEC were added for
collaborative change• Benefits Management• DICE• Togaf & Zachman - Business
Architecture• Egan• Open University’s 6 step model• Covey’s 7 habits• In house methods
Most important factors when implementing change (Rank order)
1. Senior management support / leadership2. A clear vision of the ‘to be state’3. Clear communications4. Strong programme / project management5. Credible business change managers
Most important factors when implementing collaborative change (Rank order)
1. Senior management commitment2. The ability to create a ‘win’ ‘win’3. Clear communications4. Leaders who get on together5. Cultural fit
Emerging themes 1…
• Success and failure are not absolute. • Perceptions of success correlate with
personal positional power.• Too little time is spent developing a clear
and compelling vision of the ‘to be’ state.• Knowledge about the discipline of
change management appears ‘sketchy’ within the PM community.
• There is no common agreement on what works and what does not.
Emerging themes 2…
• Communication is misinterpreted as broadcast.
• Participation and involvement work best when leaders define the ‘tramlines for discretion’.
• The ‘hypocrisy of change management’ is alive and kicking.
• Out dated / inadequate research.• Folklore and current thinking need to be
challenged. • The misguided notion of ‘cost neutrality’ or
‘delivery on the cheap’ still exists.
And about collaboration….
• Instances of collaboration are increasing significantly.
• Single organisational change is materially different to collaborative change.
• Collaborative leaders need different skill sets.
And about collaboration….
• Collaboration is neither a ‘panacea’ nor a ‘universal’ truth.
• Striking the right balance: Networking &
relationship building V clarity of business objectives and clearly defined exit clauses.
• The most important ingredient is trust.
Whats next
If you have not done so already
Please complete the Major Change Survey available on-line at:
http://goo.gl/zKSGm6Jim Dale
uk.linkedin.com/pub/jim-dale/11/4b7/924/