Mobilisation gsw

10. Mobilisation and Client Leverage

RUNNING HEAD: 10 BOLD ALL CAPS

Section Objectives
• Introduce the basic concepts of mobilisation and leverage.

• Introduce the mobilisation building blocks and how they relate to more
traditional practice approaches:
– Mobilisation events.
– Town meetings.
– Change agents.
– Action Learning Teams.

• Suggest how mobilisation building blocks can be used on projects.

GDBP Guidelines—Discovery—Mobilisation & Client Leverage
Proprietary to Gemini Consulting 03/19/12 -2-

RUNNING HEAD: MOBILISATION AND LEVERAGE
OBJECTIVES OF 10 BOLD ALL CAPS

Mobilisation and leverage interventions

Objective of Mobilisation and
How They Work
Leverage Interventions
• Generating involvement,
ownership and buy-in.
“Move an organisation towards
a purpose while achieving • Creating momentum, energy,
and focused action.

• Leveraging consulting
resource.

• Leveraging organisation skills
and knowledge.

• Communicating widely and
quickly.


MOBILISATION AND LEVERAGE IN RESULTS DELIVERY

Three key components of change deliver lasting
improvement in business performance

“Improve” “Mobilise” “Sustain”

• Identify opportunities to • Mobilise and leverage • Build the capability to
improve performance, the appropriate parts sustain the changes and
and implement changes of the organisation to continue to improve, e.g.:
to achieve them, e.g.: support the changes
– Business planning
– Strategy processes
– Process improvement – Key performance indicators
– Process re-engineering – Management development
– Cost reduction – Personal performance
– Information Management management and
development systems

Mobilisation supports the changes needed to improve and sustain the
business.



What is the business case for mobilisation and leverage?

• The primary benefit is as an enabler of sustainable change, not a deliverable
in its own right:
– A large amount of energy and emotion is released, which can be harnessed to drive the project
forward.

• Benefit derives from the deliverables for the project and workstreams:
– Mobilisation can accelerate, giving a cash-flow impact.

– Mobilisation can spread best practice, multiplying the effect.

– Mobilisation involves and empowers, increasing support and lowering resistance to change.

– Mobilisation provides context, and creates an alignment of activity with the organisational
goals.

– Mobilisation can touch sufficient people to get a critical mass of support.

– Mobilisation can reframe thinking and create breakthrough solutions.



Many longstanding Gemini approaches include elements of
mobilisation and leverage

• Most project designs include streams designed to:
– Communicate effectively across the organisation:
• Launch
• Newsletter
• Helpline
• Suggestion scheme
• Roadshows, etc.

– Gain organisational buy-in and alignment:
• Executive/top management off-sites
• Workshops
• “Coaching” (especially in change skills)

• The typical project process includes:
– Cross-functional team building/problem solving (NWTs, Joint Team).
– Involvement/validation by those affected by change (Brown/White Paper Fairs).

• Additionally, Gemini has strong process and facilitation skills.

See also “Communications” section.


However, these approaches can have limitations, if used in
isolation
Limitations of Approaches Benefits of Using With
Used in Isolation Mobilisation Tools
• Joint Team, NWT members and clients • Can reach many more people than
touched are not always sufficient to before, helping to achieve critical mass.
achieve critical mass.
• Can touch other parts of the
• Can get “boxed in” organisationally, organisation, broadening the
working in one part of the business, transformation and awareness of
reducing transformation impact. Gemini.

• Communications streams often use • Powerfully engages people around the
passive media, such as newsletters. change objectives.

• Too slow! • Can cycle compress implementation.

• Can generate only incremental, rather • Can be used to achieve radical change
than framebreaking change. and stretch targets.

The limitations are becoming more significant as our clients become bigger,
more complex, and expect more consultant leverage.


RUNNING HEAD: 10 BOLDBLOCKS
MOBILISATION BUILDING ALL CAPS

There are four basic mobilisation and leverage building
blocks

Building Block Description
• Mobilisation Events • Large groups, usually cross-functional, multi-level—which
have a role to play in, or are affected by, specific sets of
changes in the way they do business.

• Forums for large groups of employees, usually multi-level, to
• Town Meetings address questions to, and get answers from, senior
management concerning any aspect of the business:

• Can be component parts of Mobilisation Events.
• Action Learning Teams
• Client teams, usually led by a Change Agent, which create
opportunities for radically different ways of improving and
behaving through a process of discovery.

• Change Agents
• Clients who are trained by Gemini to coach and deliver
mobilisation and leverage interventions.


RUNNING HEAD: 10 BOLDBLOCKS: MOBILISATION EVENTS

Mobilisation Events are not one-off, isolated occasions
• They must have a clear purpose within the Project Design:
– Clear objectives, e.g. generate To-Be process.
– Clearly defined inputs, outputs and next steps e.g. NWTs, RATs, ATs.

• The participant list should be driven by the objectives, but is usually:
– Cross functional.
– Large (400 is the largest so far).
– Mixed levels.

• The ground rules for behaviour model other Gemini interventions, including
Town Meetings.

• To reinforce commitment, they should always generate actions:
– Fully-fledged workstreams.
– Action Learning projects.
– Personal action plans.

Proprietary to Gemini Consulting 03/19/12 - 10 -


During successful Mobilisation Events, participants
experience a predictable mindset change cycle
Strong
Overcome
Positive obstacles to
Engage
change
Mindset Create new
Change frame
Neutral
Cycle Break current
frame

Strong
Negative

Intellectual • Prepare to • See business • Begin to accept validity • Explicitly raise and address
suspend issues from a of new business personal and organizational
Cycle obstacles to change
normal new perspective perspective and goal set:
prejudices/ global competition, shared • Define actions and
be objective aspirations, leveraging workstreams; shift to line
resources, winning manager ownership

• Begin to feel change is within
Emotional • Recognise • Feel demoralized/ • Begin to want to change,
their grasp/first steps are
existing angry about the but don’t know how; angry
Cycle feelings as status quo that recipe not given
clear
legitimate
• Feel need to change

The design of the Event must ensure that participants are not at the emotional
low when it finishes.



Mobilisation Events have been used to initiate actions and
projects to fix the Product Creation Process

• Example: Electronics Company Agenda (2 days)
Evening
• MD Welcome
• Outside speaker:
–Business Transformation Case Study
• Attendees: (Plenary)
Day 1
– Top 50 managers. • Introduction to Business Processes
(Plenary)
• Objectives: • Examples of PCP failures
(Plenary)
– Identify key breakdowns in Product • Idea generation for Development
Creation and associated processes. Processes; As-Is mapping of marketing
processes, and idea generation
– Develop possible solutions to Product
(small group work)
Creation Process (PCP) problems. • Report back
– Gain commitment to launch and support (Plenary)
projects to fix PCP and related processes. • Prioritisation of PCP improvements
(small group work)
• Report back
(Plenary)
Morning 2
• Action planning (small group work)
• Report back
(Plenary)
• Close



The Event agenda must reflect the mindset change cycle
Strong
Overcome
Positive obstacles to
Engage
change
Create new
frame
Neutral
Break current
frame

Strong
Negative

Introduction Small group Report
Small group Report back
Injection work to back to
Typical Agenda: Background of data
work to identify to whole
refine whole
ways forward group
Scene setting solutions group

• Each session needs to be clearly defined:
– Objectives
– Inputs
– Outputs

As a stream progresses, the low point in the cycle will not be so marked.


Properly planned, Mobilisation Events can create leverage

• Events, although time consuming, can be time effective:
– Usually can get more senior management time to work issues.
– Gathers all key players together.
– Forces pace in terms of decision-making.
– Much more effective use of “part time” resource.
– Emotional and intellectual energy can create breakthrough results.

• Consultants can use Events to cycle compress and manage time:
– Gains greater understanding and commitment faster.
– An alternative to NWTs as an approach to managing streams of work: for example at a retail
client:
• 1 Consultant and 1 Joint Team member manage 3–5 streams.
• Normal NWT approach might suggest 2–3 consultants and 5–7 Joint Team members.



Mobilisation Events can be organised as a vertical cascade
down the organisation

Example Event Description
• Participants in
one Event • Corporate and senior business managers
lead the generate Corporate initiatives, set targets
cascade and track progress.
Events lower
down, as • Senior business managers and middle
appropriate management clarify implications of
corporate initiatives, and generate
projects to meet targets.
CASCADE
• Cross functional senior, middle and
junior management use mobilisation
Events as part of project architecture.

• Analysis and data are carried from one
session to another to build learning and
capabilities.

Town Meetings can be similarly used to cascade messages through an
organisation rapidly.



There are some clear CSFs for Mobilisation Events
• Clear objectives and required outputs from the Event.
• Commitment and support from the owner of the Event.
• Carefully prepared input (garbage in, garbage out):
– May have taken weeks or even months:
• Brown papers.
• Focus interviews/executive interviews.
• Other analysis.

• Carefully design the agenda:
– Clear objectives and outputs from each session.
– Manage the mindset change cycle.
– Actively involve all participants as much as possible:
• Minimise the lecturing.
– Vary the nature of the sessions to avoid boredom.
• Sufficient facilitators and floating resources to cope with the unexpected.
• Facilitators well briefed on the content and outputs for each session.
• Good logistics management during the Event.
• Clear, unambiguous RACI.


Do not underestimate the resources needed for an Event
• Manpower for:

Preparation During the Event Follow-up
• Event and venue logistics, • One facilitator per small • Debrief with the owner.
including invitations. working group (typically
10–12 people). • Send out copies of the
• Agenda design and output (if not done at the
specification of session • One overall Event Event).
outputs. facilitator.
• Plan how commitments
• Injections of data. • One floating facilitator per and action plans will be
7 or 8 small working followed up.
• Facilitator training. groups.
• Briefing the owner. • Secretarial/Mac resource.

• Cost:
– The cash cost will clearly vary depending on the scale of the Event, the location, and the
sophistication.
– The hidden cost is having a large number of managers out of the business for the duration,
including travelling time.
– Mobilisation events are now priced seperately on the Gemini pricing sheet.

RUNNING HEAD: 10 BOLDBLOCKS: TOWN MEETINGS

A successful Town Meeting requires careful planning and
management
• Preparation:
– Coach senior management group about their role.
– Plan how questions will be collected and asked.
– Facilitator should understand the “big issues” that are likely to arise.
– Manage invitation and venue logistics.

• During the Town Meeting:
– Manage the nature of the questions according to the emotional level of the meeting.
– Senior management answer questions, not give lectures.
– Senior management should take decisions, rather than just give information, if the decision
demands.
– Focus on the issues—not the emotions and personalities.
– Check that questions have been answered satisfactorily.
– Record all commitments and questions that are deferred for lack of information.

• Follow-up:
– Debrief senior management.
– Distribute meeting summary and next steps.
– Ensure outstanding questions are answered, and decisions implemented.

RUNNING HEAD: 10 BOLDBLOCKS: CHANGE AGENTS

Change Agents are the key to real leverage
• Change Agents should be:
– High fliers.
– Well respected in the organisation.
– Able to influence people.

• Change Agents need training to deliver Mobilisation Events and Town
Meetings, and lead Action Learning Teams:
– Change Management skills.
– Project design management skills.
– Team building skills.

• Change Agents need support:
– Senior management mentors:
• To guide the Change Agents.
• To help them overcome obstacles.
– Offline coaching:
• Day-to-day project management issues.
– Network of other Change Agents where possible.

Change Agents also need a clear mandate from senior management if they
are to be effective.


RUNNING HEAD: 10 BOLDBLOCKS: ACTION LEARNING TEAMS

Gemini needs to create the conditions for Action Learning
Teams to succeed

• Action Learning Teams are:
– Usually led by Change Agents.
– Usually part time.
– Charged with solving a specific problem.
– Temporary.

• The CSFs are:
– Charter requires a “Breakthrough”.
– Change Agent selection and training.
– Visible senior management support and commitment.
– Explicit commitment of superiors to the time contract of team members for regular role and
ALT role.
– Mentoring role of senior managers with Change Agents.
– Clear date for reporting back achievements to senior management.
– Regular support, coaching and progress checking by Gemini/project office with Change
Agents.

RUNNING HEAD: 10 BOLDBLOCKS: ACTION LEARNING TEAMS

Action Learning Teams are the highest form of leverage,
both of the organisation and consultants
• Action Learning Teams tend not to be as driven by established procedures or skills as a Gemini
NWT or Analysis Team, but offer much more leverage.
• Action Learning Teams provide the opportunity for invention and reflection, creating the
environment for the client to develop breakthroughs in performance.

• Medium learning
NWT • Medium leverage
• High control
• Strong deliverables

Analysis
Team • Patchy learning
Action • Low leverage
Learning • High control
Team • Very strong deliverables
• High learning
• High leverage
• Low control: higher failure rate
• Patchy deliverables

High leverage models contrast strongly with other Gemini approaches in
terms of the control that can be exercised.

See also “Task-based Teams” section for other types of teams on projects.


Client expectations need to be very carefully managed
when using mobilisation building blocks
• Mobilisation Events are costly and high profile:
– Clients need to understand why we are doing them and where they fit in, so that they can
support or defend them.

• Town meetings need careful preparation, time and personal investment from
senior management
– Higher potential return in mobilisation but higher related risk in managing process and
outcomes.

• Action Learning Teams are “high leverage, low control”:
– Clients need to understand why we are doing them, and what to expect in terms of benefits
and deliverables, compared with other consulting approaches.
– Mobilisation benefits are primarily in terms of enhancing other outcomes and benefits:
– Seldom directly quantifiable.


MOBILISATION IN PROJECTS

There are two different levels of mobilisation
• Transformation mobilisation:

Mobilise the entire organisation around the
transformation.

• Stream mobilisation:

Mobilise the affected parts of the organisation around
the stream:
– This is appropriate in transformation and non-transformation
projects.

Mobilisation should never be a separate stream, but an integral part of the
way we deliver projects.

See also “Project Design” section.

RUNNING HEAD: 10 BOLD ALL TRANSFORMATION MOBILISATION
MOBILISATION IN PROJECTS: CAPS

What does a mobilised organisation look like?
• Vision and values are clear and understood.
• Vision translated to every job—employees know how they contribute.
• Individuals feel a sense of ownership of the company’s performance.
• Forums exist for individuals at all levels to contribute to defining how the
vision will be implemented.
• Communication is fast and fluid and a by-product of involvement:
– Understanding and knowledge are sources of competitive advantage for the organisation, not
individuals.

• Improvement initiatives are ambitions, focused top-down and driven bottom-
up, and encounter little resistance (there are few surprises; the whole
organisation is actively engaged).
• Once a direction is chosen or decision is made, it moves fast:
– Faster than competitors because of an aligned and committed workforce.

Since Transformation requires a business to work with new paradigms,
mobilisation needs to be part of the project design.


RUNNING HEAD: 10 BOLDBLOCKS; MOBILISATION EVENTS

Over time at the Electronics client, a model of horizontal
cascades developed

CII
CII
FUa(2) CII CII • PCP focus
FU(3) FU(4)

Change
Agent
Training • Train Change Agents for PCP projects

Change
Projects Management • Focus on Development Resource
to Programme Allocation Process
fix PCP Project
facilitation OEM • Focus on quotation process
Centurion
• Allow priorities to be set
Business
Planning • Focus on strategic
Centurion planning process

CII • Review
FU(5) achievements

Analysis and data are carried from one session to another to build learning
and capabilities.

a. FU = follow up.


The mobilisation building blocks complement other Gemini
technologies
• Mobilisation Events can be combined with NWTs, RATs and Analysis Teams
in many ways, e.g.:

Process re-engineering Event
NWT
Event
NWT

• Launch • Generate To-Be
• Review charter from As-Is
• Initial idea generation

Quick hit improvements Event
RATs
Event

• Launch • Report back on
• Identify quick hits achievement

Develop strategic intent Event
AT
Event
AT
Event
AT

• Launch • Review • Develop
• Review current initial outline
strategy, findings strategic
emerging issues options



The mobilisation building blocks complement other Gemini
technologies (cont.)
• Facilitation skills are important for all the building blocks:
– Mobilisation Events require challenging facilitation to deliver the outputs.
– Good facilitation is key to the success of Town Meetings.
– Change Agents need to be trained in facilitation.

• PS/TB is equally a core requirement:
– This is at the heart of the small group work sessions in Mobilisation Events.
– Again, a core skill for Change Agents to use with their teams.

• Joint Teams can be involved in preparing and running Mobilisation Events
and Town Meetings.

• Executive Steering Groups are just as relevant to managing the project
when using mobilisation and leverage building blocks.

• Client communications and newsletters are still necessary, reaching even
larger audiences and informing them of the projects, progress and changes.
See also “Client Communications” section.


The initial mobilisation architecture should be developed at
the Project Design stage

• The data needed would usually be collected during the Scoping phase.
• The project design should consider the three key dimensions:

Improve Mobilise Sustain

• The top clients should be involved as early as possible to create additional
ownership and gather further insights:
– The Transformation Map is a powerful tool for this.
– Not every population should be targeted

See also “Transformation Mapping” section.


The mobilisation imperatives are the gap between the As-Is
and the mobilised To-Be organisation

Internal
(Executive & Focus Interviews) External Benchmarks
• Industry Including:
• Their issues • Industry leaders
• Skills • Technology trends
• Who they admire • Customer trends
• What do they think needs to be done? • Competitor actions
• What are they doing? • Different geographic markets
• What has been tried?
• History: Background, training;
mobilisation, initiatives, change
programmes

Organisation As-Is Organisation To-Be

• Power imbalances • Power balances
• Disconnected Mobilisation Imperatives • Connected



The mobilisation architecture—the plan to move the
organisation—can be developed based on the imperatives

• Example: European Retailer (process took about 1 month)

Organisation As-Is Mobilisation Imperatives Organisation To-Be
• Partnership between Retail
• CEO/Division divide Operations and Buying & • CEO/Divisional MD team
Merchandising
• Financial underperformance • Strong financial returns
• Raise management competence
• Buying and merchandising • World class retailer
• Standards set and maintained in • Customer driven
basic
• Entrepreneurial culture
• Empowered store managers
• Respected management capability
• Staff identify with divisions and
corporate
Mobilisation Architecture
• Large (300 person) Events focused
on store manager, with CEO, MDs
and other executives present
• Event for top 130 to develop the
vision
• Develop Executive Group (CEO &
MDs)
• Cross corporation management,
store managers and sales staff
development workshops
• NWTs to engage middle management
on supply chain and retail best
practice


RUNNING HEAD: 10 BOLD ALL STREAM MOBILISATION

Mobilisation building blocks are valuable within individual
streams too

• The same three key dimensions are relevant to the stream design:

Improve Mobilise Sustain

• Mobilisation seeks to create shared ownership and momentum for problems
and their solution through involvement.

• The benefits can include:
– Gain a critical mass of support for the change.
– Reduce resistance to change.
– Compress the time to implement change.
– Leverage the organisation’s knowledge and experience.
– Leverage the consulting resource.
– Embed learning so efforts are sustaining.



Small scale Mobilisation Events have been used to develop
shared visions and business plans
• Example: Chemicals Company (6 months):
Understand How well are we What are our core What are the options Develop shared
implications of performing? competences and for the business in vision
corporate history improvement opportunities? the future?
Launch
initiatives
Leadership and deploy
Group Events: resources

• Action Learning Team of high-potential middle managers supports leadership by preparing high-quality analyses, insights, and
recommendations.
• Action Learning Team members later used to lead projects to begin making the vision happen.

• Example: Electronics Company (2 months):
• Agree process • Review findings • Review draft • Agree restructuring • Review • Finalise
• Surface initial • Raise issues restructuring plan plan Business Plan Business Plan
concerns • Raise issues • Review analysis • Raise issues
• Raise issues

AT AT AT AT AT

• Review of market, • Additional • Revise restructuring • Additional analysis • Revise
customers, analysis plan • Product range Business Plan,
competitors and • Develop draft • Analysis of new requirements add action
costs restructuring markets, industry • Draft Business Plan plans
plan trends



A combination of Analysis Team, mobilisation Events and coaching have been
used to drive project workstreams from the Strategy and Operating Plan

NWT

Coached Operating
CEO Plan Development NWT
Project
AT Board Present- Board Workstreams
Review ation Review NWT

NWT

Strategy Development Operating Planning Operating Planning
Event 1 Event 2
(50 people) (80 people)

The Managing Director was very pleased with the level of commitment to the
operating plan and project workstreams.



A two day, 100-person Event kicked off five major streams, identified training
needs, and highlighted the need to “just do” other things
HR Kick-off Event Steering Group

Management Capability 10–15 workshops for
25–40 people each

Performance Mgmt NWT

• All of these streams will use NWT
Branch Mgr Dev NWT members from the Kick-off Event,
and will use mobilisation tools to
pilot cross-divisional processes in
Sales Staff Dev NWT
lead divisions
• Led by 1 Gemini consultant and 1
joint team member
TM
Productivity NWT

HR Change Skills Training Workshops for over
Action Learning Team 100 HR professionals
Action Learning Specific Action Plans
Team • Equal opportunities
• Cross-division job opportunities

The kick-off Event was key to setting priorities and gaining commitment.



Mobilisation Events were used to accelerate the implementation of
performance planning and monitoring systems in a 7-division business
• 60 people:
– Mainly from divisions.
– 20 positioned as NWT members.
• Inputs: As-Is from A&D.
• Outputs: Strawman To-Be.
• Presentation to CEO and MDs at the end:
– Builds.
– Sign off.

June July August September October

NWT: Strategy Planning Process

NWT: Key Performance Indicators

NWT: Budget Process

NWT: Capex

NWT: Operating Planning Process
To-Be
refinement

Resources: Achievements:
• 60% Gemini consultant. • Compressed:
– Budget cycle (6 months to 6 weeks).
• 11/2 Joint Team members. – Capex cycle (9 weeks to 3 weeks).
• Introduced:
– Strategic and Operating planning processes.
– Key Performance Indicators.
• Reviewed first set of Operating Plans on
15 September.

RUNNING HEAD: 10 BOLD ALL A&D

Mobilisation has been used in a number of A&D’s and is planned to
take an increasingly prominent role in scoping transformation
Typical time
line (Weeks) 1–2 3–4 5–6 7–8

Phase • Introduction to Business • Sizing issue • Developing • Project start-up
Elements • Clarifying issue • Creating insights way forward
• Identifying • Earning right
alignment/energy

Board and functional focus interviews

Mobilisation Top management team workshops
Tool
Mobilisation events

Town meetings

Mobilisation accelerates and deepens client buy-in and can compress the
cycle time.



At a retail client, it was key to consistently developing the
Board, and took 4 not 6 weeks as a Scoping phase

Time Line Week 1 Week 2 Week 3 Week 4
• Clarifying issue • Sizing • Developing way • Project start up
Phase issue/creating forward
Elements insights

EI Board Board updates Board Project Design

ESG
Group ATs
Work RATs
NWTs

FI Departmental [Some diagnostics] Functional Project Design

• Upward momentum • Roll out
Town (after executive &
Meetings focus interview
state)

Mobilisation is not just for the “Masses”.



Judgement and timing are key when mobilising within an
A&D, but the rewards can be great
Benefits Caveats
Board Executive • Eliminates: • Retain a number of 1:1 meetings with key clients to:
Interviews (EI) –Many unnecessary hours of individual EIs and feedback –Capture differences/dissent
–Hours of analysis and panel smithing –Handle highly confidential information
• Demonstrates how the Board work together –Build partner relationship with MD/KIs
• Facilitates concensus:
–Manages conflict
• Builds tremendous springboard into:
–Board updates
–Board project design
• Moves the Board on in their understanding of themselves
and the Business
• Develops total Board relationship necessary for Results
Delivery transition
• Develops consistent/sustainable Board trust

Functional • Eliminates unnecessary hours of individual meetings to • Retain a number of 1:1 meetings with key clients to:
collect and feed back –Capture differences/dissent
Focus • Captures whole department –Handle highly confidential information
Interviews (FI) • Depersonalises –Build partner relationships
• “Educates” lower levels within Organisation
• Lays foundation for Results Delivery co-operation

Town Meetings • Groundswell/approval of need confirmed • Be clear on type and outputs of meeting
During weeks 2–5 • Data inputs to Study Design or Project Design • Timing is vital to use outputs correctly
• Starts expectation of communication

• Updating mechanism
• Roll-out mechanism
• Launches format for wider data collection/problem-solving
During weeks 5–8 forums
• Can be extended as a vehicle for workstream acceleration
within RD (e.g. leaping from As-Is to To-Be)



At a retail client we directed the Board and mobilised the
masses
MD & KI interview 2 issues:
1:1 • How to expand to Continent
• How to destroy Retail Ops mafia
27 ISSUES!!
• Issue identification: (all UK based) We saw hidden issues:
–Background • Board weaknesses
–Themes –Lack of decision making
–Prioritisation vs Strategic Intent and –Lack of focus
–Unused to working together
Ops plan
–Current initiatives
–Reasons for failure
Board starts to recognise
2 key issues: own weaknesses
• Strategy
• Business targets vs progress on • LFL decline
current initiatives:
–Gap analysis Board Updates
Study Planning
–Study/next steps design
• Confirmation
• Sizing
Study Findings • Redirection
Functional FIs • Reprioritisation
Creating Board
• Decision making
confidence
• Analysis • Energise
• Findings • Legitimatizes

Board Project Design—using Metaplan
Town Meeting
(i) Preliminary design data
• Feedback – Internal
– External
• [inter meeting detail design]
(ii) Ratification of Design and Targets

MOBILISATION IN PROJECTS

Although we are still experimenting with what to use when,
we can outline some initial ideas
Possible use of mobilisation tools
Task Change Agent/ Possible other tools
Mobilisation Events Town Meetings Action Learning also employed
Team
• Develop • Develop intent/strategy • Communicate • Evaluate and • Analysis Teams to inject
strategic intent with senior management strategy/intent to the implement new data into
• Develop • Gain commitment of whole company business Events/structure and
business senior/middle opportunities further develop
strategy management to the • Develop intent hypotheses and
intent/strategy recommendations
discussed at Events
• Identify best • Bring together • Communicate activity • Codify Best • Analysis Teams to
practice practitioners to identify around Best Practice Practice benchmark
Best Practice and surface concerns • Implement Best • NWT to codify Best
• Bring together Practice Practice
practitioners to • Create new • NWT to implement
disseminate practices Best Practice
• Process • Generate As-Is • Communicate activity • Construct As-Is • NWT to construct As-Is
improvement • Validate As-Is and around process • Refine detail of • NWT to refine To-Be
• Process re- generate To-Be improvement/ To-Be • NWT to implement
engineering • Validate refined re-engineering and • Implement To- To-Be
To-Be surface concerns Be • RATs to effect “Easy
Wins”
• Organisational • Different parts of the • Communicate the • Develop new • Analysis Teams for
redesign organisation work new organisation, the teams, post the sensitive
• Organisational through the underlying rationale, changes organisational design/
right-sizing implications of the and surface concerns right-sizing To-Be
new organisation • NWTs to map As-Is


MOBILISATION

Learning from Experience

• Current experience is project based, and only a starting point:

Client Tools Used Key People

Consumer Mobilisation Events John Bateson VMS 340 3503
Electronics Town Meetings Jayne Buxton 340 3196
Change Agents/Action Marc Coladon 441 2047
Learning Teams Gavin Fraser 340 3222
Faith Gibson 340 3100
Joanna Horsfall 340 3245
Mark Harford 340 3235

Retail Mobilisation Events David Barrett 340 3182
Town Meetings Carrie Coombs 340 3205
Peter Keuls 340 3262
Mary Kennedy 340 3261
Harry Steadman 340 3337


MOBILISATION

Learning from Experience (cont.)

Client Tools Used Key People

FMCG/Drinks Action Learning Teams Peter Keuls VMS 340 3262
Faith Gibson 340 3100
John Riker 340 3316
Chris Tchen 340 3341

Financial Action Learning Teams Faith Gibson 340 3100
Services Mobilisation Events Peter Keuls 340 3262
John Riker 340 3316
Chris Tchen 340 3341

Mobilisation in A&D’s Gavin
Fraser 340 3222
Didier Bonnet 340 3189


Mobilisation gsw

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Mobilisation gsw