Ga change management

Editor's Notes

• #2: Good Morning!
• #3: By way of introduction…1. Richard Crooks- high growth space for about 13 years.Google – 885 Million. Used our experience - a few big things – tools and techniques - can make the most difference.The majority of businesses in the UK don’t grow significantly – so it follows that you have to do different things to achieve different results that the masses.
• #4: Practice – best way to learnNo role playsWhy is change management important to a high growth business? Why are you here today?
• #5: Fast growth businesses like you use change to be different, better and faster than the competition. Creators of change to get ahead of the competition, not reacting to change / playing catch up (ahead of the curve vs. behind the curve)
• #6: Change in people – everything else we can change fairly easily – your marketing, your suppliers, your IT, change in people is hard
• #7: The 4 Big Things known to help drive “high growth change” we are sharing with you today are:
• #8: Your attitude change…which I’ll come back to later.Different people have different attitudes to change ….bring it on!….scary
• #9: 9.15
• #10: .
• #11: Or a high growth business…change starts with your vision – a different place you want to be in the future.
• #13: So red ocean thinking is about competing in the existing market space, but doing so effectively through a compelling point of difference.Competitors will catch up…but as they catch up your moving on to the next thing.
• #14: In the red ocean space…you have two options …to differentiate or become the lowest cost producer in the market.Giving more for more, or providing less for less. Waitrose or Aldi of your market? Differentiation or low cost? British Airways or Ryan Air?
• #15: More (value) for more (cost/price)Less (value) for less (cost / price)Need to be lowest cost for sustainability competitive advantage or otherwise others can undercutDon’t mistake this pm More for less…about more return on your time / investment in creating scale / growth and value in the business.
• #16: Is about…They get more value from you than your competitors.Extenduiate the value you provide.
• #17: Most businesses presume that they know what customers value but in actual fact they don’tPoint of differentiation / value giving£2 vs. £2.89 / £1 kg £2.49 300g ….sure an extra cost but outweighed by the extra price.Espace…price….when we asked it was about keeping their own customers happy….making sure that they never let their customers down, so their customers can keep their own happy.
• #18: Seek to deliver greater differentiation or value – useful tool
• #19: Another
• #20: Core & surround: re-positioned to be “Freight Emergency Service” our customers keeping their customer’s happyVirgin – cheeky, uniforms, Add cold water and apply to forehead, alternatively contact Espace
• #21: 9.30
• #22: 9.50Most businesses compete in red oceans – supply higher than demand; stiff competitionVery High growth is focused on creating uncontested space with demand far out stripping demand
• #23: Creating new market space.Only you who does what you do.Competitors will catch up…it will take them longer but they will play to the rules you set – the challenge is to continually create blue oceans.
• #26: Back to understanding value – what value your customers are buying.Increasing value or creating new value for customers and at the same time reducing or eliminating less valuable features or services.
• #27: 10.00Few minutes.EliminateBookstores- PublishesReduceDistribution costs Printing costsRaise Huge selection of products / Choice of productsChoice of media – book / ebookCreateReviews Product Recommendations Alternative / more convenient reading platformKindle
• #28: 10.15What industry am I talking about? Circus
• #30: Strategy Canvas of “Circus industry”
• #31: Key to blue ocean thinking is to seek inspiration from an alternative industry…which is an alternative to the customers you are targetingCombined the circus with an alternative industry – the Theater. Opened up a new customer base – adults theater goers Changed the rules of competition in the industry.
• #32: Price is not cost.Unit running costs less per show
• #33: Example of a bus company did some work with….
• #41: Target Small businessFactors: confident that can discharge their services effectively / qualified (given), price - vfm, availability, expertise & understanding – helping them to groew- Take cost out of the stuff that didn’t add value- Simple & Fun- Service - experience - Looking to the future – now backwards- Available when the client wants us not 9-5- Empathy – understanding, relationship, helpful tools, community. New opportunities
• #47: Blue ocean – to achieve growth – square with your attitude to change.
• #49: Your team will react when they see the Orbit – probably more incline to see the danger than the opportunity.
• #50: Let’s look at a model that would shift possible negative feelings to positive ones.
• #51: X model of engagementHigh Growth businesses are great at engaging their employees and giving them high levels of job satisfactions. They use engagement to generate buy in and commitment to change. They give employees purpose and satisfaction in their work. Aboutaligning employees’ values, goals, and aspirations with those of the organization.Full engagement represents an alignment of maximum job satisfaction (“I like my work and do it well”) with maximum job contribution (“I help achieve the goals of my organization”).
• #52: From Blessing White’s Employee Engagement report 2011Engaged: at apex of personal and organisational interests align. Contribute fully – ‘A’ graders. Almost engaged: high performers, reasonably satisfied, may be tempted by other things – closest to full engagement so worth investing in. (early adopters – make considered decisions)Honeymooners: in a temp holding area, enthusiastic and happy but not sure of role and fit yet – need to move them to be more aligned and productive. Hamsters: working hard but on non essential tasks so contributing little –others have to contribute more due to their lack of productivity, can lead to resentment.Cash & Burners: Top producers but exhausted, not achieving their personal definition of success, criticise executives, can become bitter – likely to leave or work less hard and become engaged. Disengaged: Didn’t start as bad apples, disconnected and underutilised, sceptical and their negativity can be contagious.
• #54: From Blessing White’s Employee Engagement report 2011PLOT YOUR PEOPLE ONTO THE GRIDIndicate movement
• #55: X model based on Engagaement:Blessing White shows that identifying and trusting executive leaders is one of the biggest contributors to engagement. All of this engagement stuff is a bit nebulous and about emotions ….don’t do it very well.
• #56: Creator of this conceptHow great leaders inspire action0.15-4.407.33-8.16Hear about Martin Luther King & the Wright Brothers
• #57: External / internal Do you believe Simon Sinek…if you believe I’ve engaged you in the model
• #58: Alignment…Being authentic / trustEasy jet –lost their purpose; we’re on our cutsomers side…everything we do is about this…marketing ”Europe by Easyjet”
• #64: How do you get people to change? Engaging staff and change management has to be done at the individual level and an emotional level. You have to understand what drives and motivates people. Why do people behave in the way that they do? What motivates someone to buy into this growth strategy? What's in it for me? Base decisions on avoiding pain and gaining pleasure; both are biologically driven and constitute a controlling force in our lives. Will do far more to avoid pain than we will to gain pleasure. Pain is the greater motivator in the short term.
• #66: avoiding pain is a more powerful motivator than the desire for obtaining pleasure.Help them find pleasure through avoiding pain.
• #67: Most People know that they really want to change, yet they just can’t get themselves to do it! Its not a lack of capability but rather a lack of motivation. Turn change from a ‘should’ to a ‘must’. Developing a state of urgency through recognising the pain involved in not changing. The only way we’re going to make a change now is if we create a sense of urgency that’s so intense that we’re compelled to follow through. Comes down to those twin powers that shape our lives, pain and pleasure.
• #73: Let’s take Lee from our previous example, we want him to more proactively lead the high growth strategy related to penetrating new overseas markets so this is how we do it.
• #74: Walk through these quicklyThe example is in the worksheets.
• #75: Walk through these quicklyThe example is in the worksheets.
• #76: Walk through these quicklyThe example is in the worksheets.
• #77: Walk through these quicklyThe example is in the worksheets.
• #78: Make it so – NOT changing is much more painful than changing.If the pain involved in not changing isn’t strong enough than people are much less likely to change. Pain threshold. Pain is that intense that they must change now.