Highlights of our full range of training courses / Workshops:Lean & Agile Supply Chain / Inventory Modelling Lean & Agile Manufacturing Planning & Control Operations Management / Team Leader Training Step Change Management / Business Process Reengineering Procurement (Purchasing & Supplier Management) Product Management / New Product Introduction / Quality Management
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Relevant Training Course / In-house Workshop Highlights:S13 Culture Development Methods S02 Business Process Re-engineering Detail OM01 Organising & Engaging The Team S05 World Class Change Management You may also be interested in: C01 Focused Improvement Systems C02 Setting Key Performance Indicators (KPI's)
Expert Systems / Tools:Lean & Agile diagnostic checklist. Relevant Further Reading: The following further articles were mentioned in this paper:a. Permanently Maintained Website Articles: Focused Improvement Systems (Continuous Improvement) Business Process Re-engineering (Organisational Redesign) b. Previously Featured Articles from our Archives (Up to 2 per organisation available on request): B004: Meetings Management B006: Scarce Skills Management
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Culture Development Methods & World Class Change ManagementThis article discusses the reasons for change of culture, the obstacles, the mechanisms for change, how to manage the change, and a typical culture change project within the context of a world class change management Process. Links to related training and further reading on left The main issue here is having a reason to change. Unless there is a reason, management is unlikely to provide the motivation or resources for change and the personal pain barrier for the management team to cross will be impossible. (They are the people who need to change most.) The major catalyst for change is an emotional event e.g. a major threat, or opportunity.
A Significant Emotional Event (S.E.E.) Without a culture that encourages change, change will be extremely difficult. The first stage of a change project is to measure the current culture. However this in itself is a difficult undertaking in a company that does not exhibit a change track record, since the survey process itself raises expectations or may be treated with cynicism. This diagnosis must be confidential. It is important before embarking on a diagnosis that there is a commitment to fixing the problems highlighted by it. Otherwise you will build expectations, and not deliver. This could worsen the situation! Very often the first actions will be to provide "hygiene factor" improvements (fix the toilets, paint the workplace, remove inequalities etc.), for which a small budget is necessary. A culture development project can progress in a number of ways following the initial diagnosis. Typical culture development projects will result in one or more projects, following on from the initial survey, in:
The following summary provides a basis for culture change: 1. The surveyA typical culture survey project will include:
Topics for investigation include behavioural attributes such as: attitudes, peer pressures, ownership, beliefs, and organisational aspects such as leadership / followership, and communications. This topic is covered in the "S05 World Class Change Management" workshop. 2. World Class Change ManagementThe diagram below illustrates our view of a complete & continuous world class change management process, which typically (but not necessarily) has an annual cycle, but at least a quarterly review mechanism. It is multidimensional (one dimension being culture). Product & process development dimensions might include:
It culminates in two types of change driver:
But:
The criteria for successful change include:
Developments are often not finished due to:
Typical outputs of an inadequate development process, are poorly designed and incomplete products or processes, which have not been thought through properly or cut short before they are finished due to other priorities. These aspects of change are covered in our "S05 World Class Change Management" workshop.
3. Communications DevelopmentPoor communications are typified by:
Development of communications often requires a change of culture. Important in this is the removal of blame since nothing can be improved if problems are not seen as opportunities to improve. Secondly sorting the wheat from the chaff is vital. This can only be achieved if strategic objectives are clear and performance against those objectives is measured. This applies at all levels. From a company mission statement, to a daily stand up meeting to define today's priorities in operations. (These topics are discussed in detail in Focused Improvement Systems (Continuous Improvement) ). Thirdly if the organisation is functionally based, there is considerable scope for bureaucracy. Realigning the organisation in line with strategic objectives and work-load is essential. As a rule of thumb the number of changes of ownership in a process and the number of steps in the process are key measures of effectiveness and efficiency. This topic is discussed in detail in Business Process Re-engineering (Organisational Redesign) . Finally an understanding of the appropriate use of communications mechanisms is needed. Often sending an email is used to record the fact that you have done it (a defence mechanism), rather than to move the process forward, or a meeting is called when a telephone call would do. (See Previous Best Practice B004: Meetings Management.) _____________________________________________________________ |
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