No More Flavor of the Month! Learn How To Deliver Sustainable Change
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The document details a webinar titled 'No More Flavor of the Month! Learn How to Deliver Sustainable Change,' hosted by Mark Graban and presented by Dr. Lynn Kelley, an expert in organizational change. It highlights the importance of customized approaches to change initiatives, referencing various studies and frameworks that analyze the success and failure rates of such efforts. Key themes include employee engagement, the significance of leadership behaviors, and strategies for sustaining change within organizations.
No More Flavor of the Month! Learn How To Deliver Sustainable Change
- 1. No More Flavor of the Month! Learn How To Deliver Sustainable Change Hosted by Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: D. Lynn Kelley, Ph.D. Author of Change Questions dlynnkelleyphd@gmail.com
- 3. About D. Lynn Kelley, Ph.D. • Co-author of Change Questions • Retired from Union Pacific Railroad, 2018 • Former roles include: • Senior VP of Supply Chain & C.I. • VP of Operational Excellence (Textron) • Corporate officer & executive leadership team member (Textron) • Senior Advisor to BBH Capital Partners • Ph.D. in evaluation and research
- 4. No More Flavor of the Month! Learn How to Deliver Sustainable Change D. Lynn Kelley, PhD KaiNexus Webinar 11-07-23 Changequestions.net
- 5. 8 Milkman, Katy. 2021. How to Change: The Science of Getting from Where You Are to Where You Want to Be. United States: Penguin Chapter 1
- 6. 9 Chapter 1
- 7. Discussion 10 What percentage of organizational change fails? When does the failure begin to take place? Why does organizational change fail? Nohria, Nitin, and Michael Beer. 2000. “Cracking the Code of Change,” Harvard Business Review (May-June) Lepsinger, Richard. 2007. “Avoiding the Commitment Dip: Seven Ways to Keep Your Employees Focused on and Committed to Change.” Public Management 89, no. 6: 41-3 Chapter 1
- 8. 11 •Description •How to use the Change Questions Chapter 1
- 10. No two organizational change efforts are the same, so why should your approach be? The Change Questions deliver a customized approach for every change. 13 Chapter 1
- 11. Union Pacific Railroad 2010 Revenue: $17 Billion 2010 Employees: 43,000 14 Lean Definition Lean is a way of thinking about creating needed value with fewer resources and less waste through the practice of continuous experimentation. UP Way Definition The UP Way engages all employees to continuously improve safety, service, and productivity by utilizing methods to standardize work, eliminate variability, and solve problems at their root cause, resulting in greater employee and customer satisfaction. Chapter 1
- 13. Chapter 2
- 14. 17 PwC report. 2016. “Putting Purpose to Work: A Study of Purpose in the Workplace.” (June): 5 Chapter 2
- 15. Digital Workbook: Page 8 18 Chapter 2
- 16. Digital Workbook – Page 8 19 25 Min Chapter 2
- 18. 21 Chapter 3
- 19. 20-60-20 Curve 20% 60% 20% 0% 10% 20% 30% 40% 50% 60% 70% Accepts Change Neutral Resists Change 22 Jaworski, Piotr, and Marcin Pitera. 2015. “The 20-60-20 Rule.” American Institute of Mathematical Sciences: Discrete and Continuous Dynamical Systems 21, no. 4: 1149-1166 Chapter 3
- 20. Target Change Agents 23 20% 60% 20% 0% 10% 20% 30% 40% 50% 60% 70% Accepts Change Neutral Resists Change “The tipping point is that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire.” Malcolm Gladwell, 2002 Gladwell, Malcolm. 2002. The Tipping Point. New York, NY: Back Bay Books Chapter 3
- 22. Recognition 25 “66% of employees are likely to leave their jobs because they don't feel appreciated. This figure is higher among millennials, with eight out of 10 individuals looking for a new job if they don't feel appreciated by their peers or leaders.” Forbes, 2017 The Office Team study. 2017 Chapter 4
- 23. 26 How do you teach pigeons to play ping pong? https://www.youtube.com/watch?v=vGazyH6fQQ4 Chapter 4
- 25. Visible Leadership Behaviors 28 Succeed Fail Why? 33% Management Behaviors Do Not Support the Change Jacquemont, David, Dana Maor, and Angelika Reich. 2015. “How to Beat the Transformation Odds.” McKinsey & Company Global Survey. (April): 23 Chapter 5
- 27. Iterative Implementation Plan Strategic Speed vs. Operational Speed 30 Davis, Jocelyn R., and Tom Atkinson. 2010. “Need Speed? Slow Down.” Harvard Business Review. (May) Chapters 7-8
- 28. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 96% Results: Change Sustainment/Success 31 90% 30% Average Across Multiple Industries, Organizations and Countries Textron and Union Pacific results measured over hundreds of change initiatives across thousands of employees. Sustainment/Success determined by at least 6 consecutive months at or above key performance metric. Chapter 5 Chapters 1&8
- 29. Questions? 32
- 30. Register or get notified of future webinars: www.KaiNexus.com/webinars NEXT WEBINAR: Engaging Senior Leaders to Accelerate Your Continuous Improvement Program December 5— 1 pm ET Stephanie Hill Senior Lean Strategist KaiNexus
- 32. The KaiNexus Podcast • www.KaiNexus.com/podcasts • Subscribe via: – Apple Podcasts – Google Podcasts – Overcast – Spotify – Other apps & services
- 33. Q&A • Web: – www.kainexus.com – blog.kainexus.com – www.changequestions.net – Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: D. Lynn Kelley, Ph.D. Author of Change Questions dlynnkelleyphd@gmail.com