Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

1. DISCUSSION SESSION

2. Qn – So, what
really triggers
organizational
change?

3. A man working on an oil platform in
the North Sea awakened suddenly
one night by an explosion. Amidst the
chaos, he made his way to the edge
of the platform. As a plume of fire
billowed behind him, he decided to
jump from the burning platform even
though jumping is a risky option for
the following reasons: It was a 150‐
foot drop from the platform to the
water. There is debris and burning oil
on the surface of the water. If the
jump into the 40°F water did not kill
him, he would die of exposure within
15 minutes. Luckily, the man survived
the jump and hauled aboard a rescue
boat shortly thereafter. When asked
why he jumped, he replied, “Better
probable death than certain death.”
The point is the literally “burning”
platform caused the radical change in
his behavior.
The Burning Platform

4.  Organizational
Purpose
 Mission
 Strategic objectives
STRATEGY & GOALS
 Leadership
 Management
 Employees
VALUES & CULTURE
 Business processes
 Risk and Compliance
 Technology
 Infrastructure
PROCESSES &
CONTROLS
PEOPLE & SKILLS
 Skills and Capabilities
 Performance
management
 Rewards and
Compensation
 Learning and
Development
RELATIONSHIPS &
STRUCTURE
 Organization Design
 Accountabilities
 External stakeholders
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
What needs to be re‐thought/re‐ordered to make change happen?

5. Lewin’s ‘3 STEP’ linear model
for organizational change
• Acknowledge feelings and empathise.
• Give people as much information about
the change as possible.
• Say what will not change.
• Treat the past with respect.
• Help others see the gap.
STEP 1: Unfreezing
(Creating motivation and readiness to change)
• Provide focus and direction.
• Strengthen people’s connections to
one another.
• Provide the individual with a specific
role in the change process.
• Provide leadership and tenacity.
STEP 2: Change and movement
(Guiding through the transition)
• Implement quick requests and
highlight successes.
• Ensure the individuals and leaders
reinforce the new behaviour.
• Build feedback mechanisms.
• Celebrate.
STEP 3: Re-freezing
(Integrating the new point of view)

6. AS‐IS Organization
TO‐BE Organization
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
Relationships
& structure
Values
& Culture
Processes &
controls
People
& Skills
Strategy
& goals
Unfreeze
Freeze
Create readiness for change –
1. Question old ways
2. Build a climate for change
Expect uncertainty, searching
and conflict
Continually challenge individual behaviours
Foster Creativity and Innovation as normative
Lewin refined:
non-linear “fitness landscapes”

7. Long Term Sporting and Business
success is ‐
• Paved with small achievements
• Built off strong internal competition
• Informed by scheduled and adhered to
decision‐making audits
Dr Veronica Burke [2013] Cranfield University

8. KEY BEHAVIOURAL COMPONENTS OF CHANGE
Rational
Emotional Political
“Is change right
analytically”
“Is change acceptable to
all constituencies”
“Is change supported
pyschologically in the
organization”

9. S Robbins, 2003, Harvard Business Review, “Leading Change - Why Transformation Efforts Fail”
TRANSFORMATION EFFORTS FAIL...
• Sense of urgency not established and no powerful
‘guiding coalitions’ created
• Failure to involve and educate
• Little systematic planning for ‘short term wins’
• Declaration of change ‘victory’ too soon
• Change not anchored in a new corporate culture
and lack of ‘measures’ to justify change

10. SO, PROACTIVELY DRIVE CHANGE
• Over communicate ‐ promote Q&A and two‐way feedback
• Build Leader stability – via sincerity and honesty
• Explain ‐ continually send message of why change/evolve
• Involve key people [distribute leadership)
• Set standards and targets – clarity, rewards, standards
• Identify [benefits] and measure [outcomes]
Treadwell, 2013

11. Richard Branson
‘Sport to Business’ Logic*
1. Teamwork is paramount
2. Mentorship matters
3. Be resilient and determined
4. Have Pride and Purpose
5. Delegate wherever possible
*Linkedin comments
[3.5 million followers!]