The change agent’s dilemma: should I stay or should I go?

When working with an organisation on an Adaptive transformation, one of the most important decisions has to do with who is going to be the change agent.

Change agents are chosen out of the ranks of an organisation by those involved in Adaptive training. Once chosen, this role will have a very long-lasting impact, not only on the organisation, but also their career.

I’ve seen this first-hand whenever I return to organisations I’ve worked with and speak to the designated change agents.  And what I’ve discovered is the role often becomes career defining.

What happens is they become so inspired by the ideas and strategies they develop with Adaptive that it changes the way they approach work. It changes their perspective in a way that influences everything they do.

For many it’s turning point in their career. If they are supported and stay in the organisation, they become leaders. If they aren’t, they find themselves unable to remain and move on to another role where their talents are respected. As Adaptive “true-believers” they seek out organisations and roles that dovetail with their new skill set. And because of these skills, they are highly sought after.

A common worry among some of the change agents I’ve known is how to deal with their company if management doesn’t want to change. If that seems odd, consider that talk of change is cheap. It’s easy to love the optics of change until the process starts impacting day to day operations in a very real way.

For those with concerns about not being supported, I tell them “Look, your job is to make your manager successful. Your job is to give your manager choices they currently don’t have. Your job is to help your manager make an informed choice. That’s what we’re training you to do.”

And if the manager decides to ignore their advice?

I tell them, “If you’ve given them an informed choice and they choose not to do something, then it is time for you to exercise your choice on whether to stay or move on.”

For those that choose to leave, the organisation they are leaving often has more problems than just losing talent. By not supporting change management effectively sets the organization on a course for decline. So one way or another, the exit becomes an inevitable outcome.

To talk with LloydParry about the power of transformational Adaptive change, please get in touch.

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How to do Shared Services the right – LEAN – way

So you’ve got duplicate internal services in your organisation. Simple enough to just share them with others in the company, right?

Great thinking! Too bad it’s not that easy to execute in the real world.

The upside is really impressive: you get to cut costs significantly while improving services. And it can be done. It just takes excellent leadership and an ability to change your organisational culture.

However, there are a number of errors and assumptions that can cause a shared services implementation to fail.

Our Sense and Respond 3.0 Adaptive-Lean Shared Services masterclass looks closely at how to use Sense and Respond – Lean and Adaptive Thinking as a framework for shared service implementations.

We draw on our recent experience implementing LEAN service transformations at Lego and SAP to help organisations get the most bang for their buck from streamlining and improving shared services.

We use the REAL challenges faced by companies as they made radical improvements to provide real-life context for attendees. The result are takeaways and implementation strategies that can save thousands or even millions in lost or wasted revenue.

Despite the currency of the cases we draw from, we continually adapting Lean service because customer and business needs change rapidly in today’s market.

Although the masterclass is designed for Senior Leaders in HR, Operations, Finance, Customer Service, IT and Senior Teams, it is invaluable for anyone interested in successful shared services transformation.

Key Learning Outcomes:

  • What exactly is LEAN  and why does it matter for people planning shared services – Lean is now a familiar concept to many business leaders, but do we all have an accurate and complete understanding?  It’s not about cutting costs, it’s about delivering value to customers
  • How to create a clear line of sight between what you and your staff do every day, and what the customer actually values
  • Measuring the right things in the right way – CORE LEAN principles – how to use the principles and tools to keep you focussed on what matters to your customer, and why this is especially vital when planning/running shared services
  • How to collect the information that you need to make good quality decisions, and how to tell the difference between quality, robust, reliable information and the rest of the stuff you’ll get
  • Managing resources during the transition to shared services – do you have enough people are they doing the right things – LEAN is likely to radically transform what people do every day, how do you manage this?
  • Measuring internal and external customer outcomes and using this information to keep evolving

Please read more about the masterclass here and then get in touch.

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Making your talent valuable is the best organisational talent strategy

When working on an Adaptive-Lean transformation with an organisation, we look at their management, their leaders, their talent. What we’ve found that when it comes to recruitment, far too many look for candidates that are likely to maintain the status quo rather than infuse the organisation with new ideas.

The phrase ‘perfect fit’ is the term most of them use. But what many don’t understand is that the status quo actually means stagnation and what organisations should be looking for is reinvigoration and reinvention.

It’s this kind of thinking that often leads to companies engaging us. When the status quo isn’t good enough anymore it’s time for an Adaptive-Lean change.

People are the core of any business – whether it’s understood that way or not. But once it is  understood and integrated into the values of the organisation everything changes. If you release the potential of your people, your people will realize the potential of your organisation.

I tell organisations we’re working with to invest in their people –  make them smarter, more capable, engaged and fully aligned with objectives.  When this is done correctly, employees become worth their weight in gold.

Of course the upshot is that these employees also become more attractive to competitors. And while poaching may become a concern, it shouldn’t. That’s because when a workplace is promotes this kind of employee empowerment, the opposite happens. Candidates will flock to a workplace that shares with employees the rewards of what they bring to the organisation.

The result is you’re no longer on the watch for good people, because they’re looking for you.

To learn how LloydParry can transform your organisation into one to watch, please get in touch.