PWN Global Webinar Series: Change Management - Magic or a Developable Skill?
- 1. BE THE CHANGE YOU WANT TO SEE MICHELLE BRAILSFORD PARTNER, JUPITER CONSULTING GROUP
- 2. AGENDA About Me The link between Managing Change & Happiness@Work How we invested in change capability building around 4 key Change Leadership Behaviours at the BBCW > Attractor > Edge & Tension > Containment > Creating Movement Implementing a Masterful Change Approach – “We trust our people to find the solution” How Feminine Strengths can be leveraged to support Change Initiatives
- 3. ABOUT ME >30 YEARS EXPERIENCE DOING CHANGE MANAGEMENT
- 5. THE FRAMEWORK USED AT THE BBCW Strategy How we will get there Vision Distinctive, compelling picture of the future Organisation Structure Roles/job design Governance Processes & Systems Talent Management Performance management Editorial Compliance People Headcount Locations New Required Capabilities Communication & Engagement Formal Informal Community building Culture Mindsets Behaviours Values Target State Outcomes & success indicators
- 6. CHANGE CAPABILITY BUILDING From Sustaining Change, by Deborah Rowland & Malcolm Higgs Selfe-masesregmenbtly directive Attractor Transforming Space Edge & Tension Container
- 7. Magnetic energy Creating magnetic energy Amplifying disturbance Amplifies disturbance Creates movement Creating time and space for transforming encounters Holding structure Providing structure to manage anxiety Attractor Edge and tension Transforming space Container From Sustaining Change, by Deborah Rowland & Malcolm Higgs
- 8. CREATES ENERGY BY TELLLING A COMPELLING STORY
- 10. AMPLIFIES DISTURBANCE BY CHALLENGING EXISTING PARADIGMS
- 11. Detailed Results of Descriptor Analysis for BBCWW as an Organisation Top words selected to best describe BBC Worldwide as an organisation showing all words selected more than 3 times (frequency of selection indicated in brackets): 2 YEARS AGO Bureaucratic (7) Complex (6) Quality (5) Cautious (5) Permanently improving (4) Passionate (4) Inconsistent (4) Slow to respond (4) Pleasant atmosphere (4) Siloed (4) Process-based (3) Opportunistic (3) Political (3) Inefficient (3) TODAY Complex (10) Passionate (8) Bureaucratic (7) Siloed (7) Future oriented (5) Pleasant atmosphere (5) Global (5) Collaborative (4) Friendly (4) Over-extended (4) Hierarchical (4) Process-based (4) Political (4) Creative (3) IN 2 YEARS TIME Future Oriented (7) Entrepreneurial (7) Visionary (5) Permanently improving (5) Audience focussed (5) Dynamic (5) Global (5) Leading edge (4) Connected (4) Inspiring (4) Decisive (4) Fair (3) Efficient (3) Engaging (3)
- 13. PROVIDES STRUCTURE - MAKES THE ANXIETY BEARABLE
- 14. EXAMPLES OF TOOLS & PROCESSES 14
- 15. CREATES TIME AND SPACE FOR TRANSFORMING ENCOUNTERS
- 16. JUST TALK SESSIONS •Show staff we want and need to hear “where they are at” •Sense any issues we may need to address as we move to implement •Overall, help “channel anxiety” and create positive energy •Show WEx operating as a team •Encourage L2 to lead change
- 17. I KNOW-I UNDERSTAND-I BELIEVE-I CAN-I WILL
- 18. IMPLEMENTING A MASTERFUL CHANGE APPROACH – “WE TRUST OUR PEOPLE TO FIND THE SOLUTION” A “Mastery” approach involves: Ongoing communication of the case for change – explicitly connecting to our strategy for the business High levels of sponsorship from the top & high levels of engagement from wider leadership in the change – with responsibility taken for engaging everyone Investment in change capability building Attention to all aspects of the way we work – not just structure e.g. culture, incentives, governance etc.
- 19. THE STRUCTURE WEx Balanced Regionalisation Implementation Team (“Brit”) CCO Team CBO Team CDO Team DoO Team NA Team UK Team ANZ Team Global Markets Team Finance, HR, BLA & Comms Teams
- 20. We set up People & Organisational Strategy Teams…. New business planning process Target State Outcomes & success indicators Strategy How we will get there Vision Distinctive, compelling picture of the future Leadership - WEx interaction Organisation Structure BR architecture L2 Structures (amended) Processes & Systems New content process New investment process/authorities Trade offs Editorial approach Spend approvals People Resourcing & appointments process Engagement & Communication Change plan Revised LG Change capability building Learning maps Culture Rules of the Game Refreshed values Culture survey