Managing complex change (evolved)
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The document discusses a framework for managing complex change, emphasizing the importance of vision, leadership, people management, and effective communication. It outlines key elements such as creating a compelling sense of urgency, fostering collaboration, and ensuring inclusiveness to facilitate successful change. The text underscores the significance of role-modeling and the necessity of simplifying processes for all stakeholders to adapt to change effectively.
Managing complex change (evolved)
- 1. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 1 Managing complex change (evolved) Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools = SUCCESS! Marianne Rimbark, 2017 (evolved from Grant Lichtman 2014 that was expanded from M Lippett 1987 and T. Knoster 1991)
- 2. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 2 Clarifications We need to start with why, what is the intension, the big opportunity, what do we want to be achieved. Create a sense of urgency. In the best of worlds, it should be compelling, simple, and graspable. The feelings you want to trigger is “I trust this”, “I think this is good for me and others” or “This will be beneficial for my children and grandchildren”. “I am committed; I understand why, I want to contribute”. We want to ignite hearts and minds. Inspiration Tedx talk by Simon Sinek “Start with why -- how great leaders inspire action” (Simon Sinek, 2009). People Management Communication Skill & Capabilities Processes and tools Vision Leadership Leaders establish direction/aim by a compelling vision, inspire and aligning people – shows Interest by motivating and mobilizing people-Action by empowers and alignment for autonomy - Pull Result. Promotes and encourage continuous learning Role-models for the change. Sponsor for the change. Walk the talk. Management is about setting the Structure, Planning, Budgeting, Organizing, Staffing, Problem solving, Measuring, Doing what we know how to do – action plan, Producing dependable reliable results The ones that is going to implement the change, be early adopters to get the “snowball rolling. Who wants to contribute and can inspire others to contribute. Work with practices, build and share knowledge and skills, communicate and collaborate. Inspiration: First Follower: Leadership from a Dancing guy (Derek Sivers, 2010) When running the Lean and Agile transformation we needed to start with courses to increase the knowledge in the organization of this way of working. The same with the Operational Performance management (OPeM) system. Storytelling: Sharpen your axe. Communication is not only about passing information onwards, it is about collaboration, sharing and learning together. We need a push and pull system. We push the form of the change and we need to pull the feedback to be able to iterate the form. Simplify. Strive to have tools and routines that make it easy.
- 3. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 3 Managing complex change (evolved) I will change my behavior if: I see others do it: Role-modelling. I understand Why and I am committed. I can do it: Have the Skills and Capabilities. I get the information, can share and learn from others. My tools and routines make it easy. Now mindset & behavior shifts. Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools = SUCCESS! WHY I can do itRole-models, I see others do it My tools and routines make it easyWHEN WHATWHO Collaboration, Sharing and Learning
- 4. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 4 Vision Leadership People Management Skill & Capabilities Commitment : Do we have a commitment? Do we believe this is doable with the resources, time plan, actions and skills we possess? Will we be able to cross the chasm, i.e get the snowball rolling. If this is not in place, we will have a on/off change Targeting: Commitment Managing complex change (evolved)
- 5. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 5 Leadership People Do we need incentives to do this? Salary. Or do we understand, believe in and want to contribute to the Why. If not in place, we will have a gradual change Incentives Managing complex change (evolved)
- 6. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 6 Inclusiveness Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools Inclusiveness gives end-to-end implementation we are working/doing this together If not in place, we will have silos Managing complex change (evolved)
- 7. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 7 Easy for Early majority, Late majority and Laggards to follow CommunicationSkill & Capabilities Processes and tools Targeting:Vision Leadership Managing complex change (evolved)
- 8. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 8 Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools Commitment : Do we have a commitment? Do we believe this is doable with the resources, time plan, actions and skills we possess? Will we be able to cross the chasm, i.e get the snowball rolling Inclusiveness Easy for Early majority, Late majority and Laggards to follow Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools = SUCCESS! WHY I can do itRole-models, I see others do it My tools and routines make it easyWHEN WHATWHO Collaboration, Sharing and Learning Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools Do we need incentives to do this? Salary. Or do we understand, believe in and want to contribute to the Why I will change my behavior if: I see others do it: Role-modelling. I understand Why and am committed. I can do it: Capabilities. My tools and routines make it easy. Now mindset & behavior shifts. Targeting: Targeting:
- 9. Mangaging complex change (evolved) | @Ericsson | 2017-11-19 | Page 9 Vision Leadership People Management CommunicationSkill & Capabilities Missing = Lack of institutionalization, if it is not easy/simple I will rather do it the old way Vision Leadership People Management MissingSkill & Capabilities Processes and tools = Disconnected, Silos, Unaware Vision Leadership People Management CommunicationMissing Processes and tools = Slow start, anxiety, ineffective Vision Leadership People Missing CommunicationSkill & Capabilities Processes and tools = False start, Drifting in time, in worst case standing still (vacuum) & lack of commitment Vision Leadership Missing Management CommunicationSkill & Capabilities Processes and tools = Not serious, Frustration, Failure to implement and deploy Vision Missing People Management CommunicationSkill & Capabilities Processes and tools = Failure to start, implement and have a result that sticks Missing Leadership People Management CommunicationSkill & Capabilities Processes and tools = Confusion, lack of need, aim and urgency Marianne Rimbark, 2017 (evolved from Grant Lichtman 2014 that was expanded from M Lippett 1987 and T. Knoster 1991) Managing Complex change model (evolved) Vision Leadership People Management CommunicationSkill & Capabilities Processes and tools = SUCCESS! WHY I can do itRole-models, I see others do it My tools and routines make it easyWHEN WHATWHO Collaboration, Sharing and Learning