Category Archives: Change

Developing a Future-Fitness Focus

GUEST POST from Janet Sernack

In a recent article “Organizing for the future: Nine keys to becoming a future-ready company” McKinsey and Co, suggested that the Covid-19 pandemic has added to the pressure to change that has been growing for many years, which is now at a tipping point. Where the most forward-looking leaders and teams see a larger opportunity – the chance to build on pandemic-related accomplishments and re-examine and reimagine the organisation’s identity, how it works, and how it grows. Referring to new research on the organizational practices of 30 top companies, they highlighted how businesses can best organize for the future – and it is all initiated by developing a human-centric, future-fit focus.

Inquiring as to how might we ensure that we capture the best of what we’ve learned and keep the digital momentum going through developing a future-fit focus within the post-COVID-19 world?

What is a future-ready organization?

The article goes on to state that future-ready companies share three characteristics that offer senior executives a “unique unfreezing opportunity” – oby co-creating new adaptive systems, that are purposeful, organic, and human-centric by:

Knowing who they are and what they stand for;
Operating with a fixation on speed and simplicity;
Growing by scaling up their ability to learn, innovate, and seek good ideas, regardless of their origin.

Seeing the world with fresh eyes – unlearning, re-learning, creativity and innovation

All of which need to be initiated and developed through acquiring a new lens: an ability to see the world with “fresh eyes” by letting go of many of our old mental models and paradigms to:

Co-create, with others, new openings and empty spaces for unlearning what may have previously been embraced and worked in the past.
Focus on developing a new future-fit focus that unleashes purposeful, speed, simplicity, and growth through unlearning, re-learning, creativity and innovation.

Letting go to let come

In almost every aspect of business, we are operating with mental models, paradigms, and mindsets that have become outdated or obsolete, from strategy to marketing, from organizational design, learning systems to leadership, teams, and even to coaching.

This means that the first and most crucial step in shifting towards a human-centric, future-fitness focus involves “unlearning.”

Because many of our old mental models and paradigms, which are mostly unconsciously embodied in our core mindsets, impact the choices and decisions we make, the behaviors we enact, and the results we get – and it seems, that in 2021 we are getting a lot of results that no-one particularly wants.

What do we mean by “unlearning” and why is it important?

A lot of the mental models and paradigms are embodied in our habitual mindsets, that many of us learned in school, university, or college, and even in 20th century learning programs and built our careers on are now incomplete, ineffective, and irrelevant in adapting, and in serving people to survive, grow and thrive the post-Covid-19 world.

This means that to embrace a future-fit focus we have to first unlearn the old ones.

“Unlearning” is not about forgetting.

It’s about paying deep attention and developing the awareness to see, and step outside of our old mental models or paradigms and pay attention, and be consciously aware of the:

Mindsets we are embodying;
Behaviors we are enacting;
and the results we are manifesting.

Either because reality has changed or because current approaches are based on flawed or rigid thinking, faulty premises, and assumptions, or via a different consumer or technological landscape.

To then consciously choose, experiment, make distinctions, and bravely re-learn how to shift towards developing different, diverse, and more resourceful future-readiness.

The good news is that practicing “unlearning” will make it easier and quicker to make the necessary future-fit shifts as our brains become adaptive, through the process of neuroplasticity.

What are the key steps in “unlearning”?

Being fully present, composed, and detached in adopting a beginner’s mind involving periodically challenging, questioning, and reassessing deeply held theories, archetypes, and conventions to provoke and evoke creative new ideas and innovative solutions.
Allowing things to be and not needing to be in control, or in charge, being comfortable with being uncomfortable and willing to explore uncertainty, constraints, and threats as opportunities from a whole person and whole systems perspective.
Wandering into wonder in the unknown to bravely adopt a “not knowing” stance and be more open-hearted, childlike and joyful, by bringing in awe, curiosity, and playfulness into your space.
Recognizing and discerning that some of your old mental models, paradigms, and mindsets are no longer relevant or effective and be open-minded, through being inquisitive, curious, and creative in experimenting with new ones.
Imagining, finding, or creating new mental models, paradigms, and mindsets that can help you adapt, innovate and better achieve your goals and growth objectives and focus on developing your capacity, confidence, and competence in being agile: the ability to create intentional shifts in different and changing contexts to re-program the mind.
Ingraining the new future-fit mindsets as emotional and mental habits through attending and observing, being empathic and compassionate, questioning and inquiring, generative listening and debate, experimenting, smart risk-taking, and networking across boundaries.

What gets in the way of “unlearning”?

At ImagineNation™ we specialize in designing and delivering bespoke adult learning solutions that embrace a range of future fit mindsets, behaviors, and skills.

Whilst we have found that many leaders, teams, executives, and coaches are willing to unlearn, and re-learn, many are not.

Requiring our coaches, trainers, and facilitators to effectively resolve some of the key human-centric blockers to unlearning and re-learning including some peoples’:

Rigidity and fixedness in their own points of view and need to be “right” and in control of the situation.
Need to always appear to know, and their hesitancy around not wanting to look like they don’t actually know the answers or solutions, and are therefore incompetent.
Busyness, where they are too task focussed to make the time to hit their pause buttons, retreat and reflect, to review options for being more effective, productive, and creative, by thinking and doing things differently.
Fear of loss, or lack of safety and permission to set aside the status quo to challenge assumptions and explore new possibilities and play with the art of the possible

Towards a human-centric, future-fit focus

For most of us, the COVID-19 pandemic and its aftermath have upended our lives as we knew them, and according to McKinsey & Co – the resulting pain, grief, and economic dislocation will be felt long into the future.

Reinforcing that the first priority for leaders and teams, therefore, is to become more purposeful and human-centric, to lead and role model a future-fit focus.

Aimed at increasing speed and improving simplicity and by strategically scaling up people’s ability to unlearn, relearn, innovate, and seek good ideas regardless of their origin.

By being curious and creative, connected, empathic and compassionate, confident and courageous, to revitalize, and reenergize, exhausted people, teams, and organizations, currently languishing in 2021.

This is the first of a series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organisation.

More about us

Find out about The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting October 19, 2021. It is a blended learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach to innovation, within your unique context. Find out more.

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A Trigger Strategy for Driving Radical, Transformational Change

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A Trigger Strategy for Driving Radical, Transformational Change

GUEST POST from Greg Satell

There’s an old adage that says we should never let a crisis go to waste. The point is that during a crisis there is a visceral sense of urgency and resistance often falls by the wayside. We’ve certainly seen that during the Covid pandemic. Digital technologies such as video conferencing, online grocery and telehealth have gone from fringe to mainstream in record time.

Seasoned leaders learn how to make good use of a crisis. Consider Bill Gates and his Internet Tidal Wave memo, which leveraged what could have been a mortal threat to Microsoft into a springboard to even greater dominance. Or how Steve Jobs used Apple’s near-death experience to reshape the ailing company into a powerhouse.

But what if we could prepare for a trigger before it happens? The truth is that indications of trouble are often clear long before the crisis arrives. Clearly, there were a number of warning signs that a pandemic was possible, if not likely. As every good leader knows, there’s never a shortage of looming threats. If we learn to plan ahead, we can make a crisis work for us.

The Plan Hatched In A Belgrade Cafe

In the fall of 1998, five young activists met in a coffee shop in Belgrade, Serbia. Although still in their twenties, they were already grizzled veterans. In 1992, they took part in student protests against the war in Bosnia. In 1996, they helped organize a series of rallies in response to Slobodan Milošević’s attempt to steal local elections.

To date, their results were decidedly mixed. The student protests were fun, but when the semester ended, everyone went home for the summer and that was the end of that. The 1996 protests were more successful, overturning the fraudulent results, but the opposition coalition, called “Zajedno,” soon devolved into infighting.

So they met in the coffee shop to discuss their options for the upcoming presidential election to be held in 2000. They knew from experience that they could organize rallies effectively and get people to the polls. They also knew that when they got people to the polls and won, Milošević would use his power and position to steal the election.

That would be their trigger.

The next day, six friends joined them and they called their new organization Otpor. Things began slowly, with mostly street theatre and pranks, but within 2 years their ranks had swelled to more than 70,000. When Milošević tried to steal the election they were ready and what is now known as the Bulldozer Revolution erupted.

The Serbian strongman was forced to concede. The next year, Milošević would be arrested and sent to The Hague for his crimes against humanity. He would die in his prison cell in 1996, awaiting trial.

Opportunity From The Ashes

In 2014, in the wake of the Euromaidan protests that swept the thoroughly corrupt autocrat Viktor Yanukovych from power, Ukraine was in shambles. Having been looted of roughly $100 billion (roughly the amount of the country’s entire GDP) and invaded by Russia, things looked bleak. Without western aid, the proud nation’s very survival was in doubt.

Yet for Vitaliy Shabunin and the Anti-Corruption Action Center, it was a moment he had been waiting for. He established the organization with his friend Dasha Kaleniuk a few years earlier. Since then they, along with a small staff, had been working with international NGOs to document corruption and develop effective legislation to fight it.

With Ukraine’s history of endemic graft, which had greatly worsened under Yanukovych, progress had been negligible. Yet now, with the IMF and other international institutions demanding reform, Shabunin and Kaleniuk were instantly in demand to advise the government on instituting a comprehensive anti-corruption program, which passed in record time.

Yet they didn’t stop there either. “Our long-term strategy is to create a situation in which it will be impossible not to do anti-corruption reforms,” Shabunin would later tell me. “We are working to ensure that these reforms will be done, either by these politicians or by another, because they will lose their office if they don’t do these reforms.”

Vitaliy, Dasha and the Anti-Corruption Action Center continue to prepare for future triggers.

The Genius Of Xerox PARC

One story that Silicon Valley folks love to tell involves Steve Jobs and Xerox. After the copier giant made an investment in Apple, which was then a fledgling company, it gave Jobs access to its Palo Alto Research Center (PARC). He then used the technology he saw there to create the Macintosh. Jobs built an empire based on Xerox’s oversight.

Yet the story misses the point. By the late 60s, its Xerox CEO Peter McColough knew that the copier business, while still incredibly profitable, was bound to be disrupted eventually. At the same time it was becoming clear that computer technology was advancing quickly and, someday, would revolutionize how we worked. PARC was created to prepare for that trigger.

The number of groundbreaking technologies created at PARC is astounding. The graphical user interface, networked computing, object oriented programing, the list goes on. Virtually everything that we came to know as “personal computing” had its roots in the work done at PARC in the 1970s.

Most of all, PARC saved Xerox. The laser printer invented there would bring in billions and, eventually, largely replace the copier business. Some technologies were spun off into new companies, such as Adobe and 3Com, with an equity stake going to Xerox. And, of course, the company even made a tidy profit off the Macintosh, because of the equity stake that gave Jobs access to the technology in the first place.

Transforming An Obstacle Into A Design Constraint

The hardest thing about change is that, typically, most people don’t want it. If they did, it have already been accepted as the normal state of affairs. That can make transformation a lonely business. The status quo has inertia on its side and never yields its power gracefully. The path for an aspiring changemaker can be heartbreaking and soul crushing.

Many would see the near-certainty that Milosevic would try to steal the election as an excuse to do nothing. Most people would look at the almost impossibly corrupt Yanukovych regime and see the idea of devoting your life to anti-corruption reforms as quixotic folly. It is extremely rare for a CEO whose firm dominates an industry to ask, “What comes after?”

Yet anything can happen and often does. Circumstances conspire. Events converge. Round-hole businesses meet their square-peg world. We can’t predict exactly when or where or how or what will happen, but we know that everybody and everything gets disrupted eventually. It’s all just a matter of time.

When that happens resistance to change temporarily abates. So there’s lots to do and no time to wait. We need to empower our allies, as well as listen to our adversaries. We need to build out a network to connect to others who are sympathetic to our cause. Transformational change is always driven by small groups, loosely connected, but united by a common purpose.

Most of all, we need to prepare. A trigger always comes and, when it does, it brings great opportunity with it.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Don’t Forget to Innovate the Customer Experience

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Don't Forget to Innovate the Customer Experience

Too often we speak about Innovation, Customer Experience, Digital Transformation, Employee Experience and Organizational Change as very distinct and separate things.

But is this the right approach?

Those of you who have read both my first book Stoking Your Innovation Bonfire and my second book Charting Change know that the main reason that the second book even exists is because innovation is all about change.

Apple couldn’t bring the iPod, iTunes and the iTunes store to market without inflicting incredible amounts of change upon the organization and building many different new organizational capabilities and hiring many new types of people with many types of expertise new to the organization.

I’ve also written about BIG C and little c change, with BIG C change including transformations of many types (including digital) and little C change including projects and other small initiatives. And yes, every project changes something, so every project is a change initiative. And so yes, project management is in fact a subset of change management, not the typical wrong way ’round that change management is usually made subservient to project management.

Stop it!

Architecting the Organization for Change

For an invention to have any chance of becoming an innovation, the organization must transform, and to do this well we must design corresponding changes in both employee experience and customer experience to accelerate and integrate:

Value Creation
Value Access
Value Translation

See my important article Innovation is All About Value for more background on these three phrases.

Because of the interconnectedness between innovation, change, transformation, customer experience and employee experience we must look at these different specialties holistically and in a coordinated way if we are to maximize our chances of successfully completing the journey from invention to innovation.

Service Design and Journey Mapping have a role to play, as does Human-Centered Design because people are at the heart of innovation and transformation. These tools can help uncover the customer needs and help visualize what the NEW experiences must look like for both employees and customers to maximize the holistic value created and the ability of customers to access that value as effortlessly as possible.

As we work to design the potential innovation as a product or a service or a combination of the two, we must also consciously design the customer experience and employee experience to enhance to possibilities of this invention becoming an innovation. This includes potentially designing OUT touchpoints in current journeys that people may taken as a given, but maybe no longer need to exist if we are truly keeping the customer and their wants/needs at the center of our focus.

As part of your innovation activities, consider creating customer and employee journey maps, printing them poster size and placing them front and center on your innovation wonder wall so that you can ask your innovation team the following questions:

What is different about this customer or employee touchpoint when considering our potential innovation?
How could we design out the need for this customer or employee touchpoint?
With our potential innovation, what customer or employee touchpoints may no longer be necessary?
With our potential innovation, what new customer or employee touchpoints may we need to create?
What organizational and employee knowledge and capabilities are we missing, that we must have, to deliver the necessary and expected customer and employee experiences?

As we explore these questions, they allow us to look beyond the product or service that forms the basis of the potential innovation that we are creating and create more value around it, to make our customers’ and employees’ experiences of our potential innovation better, and to increase our chances of more successfully translating the holistic value for its potential customers.

Customer and employee experiences are not detached and separate from the new products and services forming the basis of your innovation activities.

The change and transformation that accompany innovation are not separate either.

We must look at all of these specialties together and not see them as isolated things, otherwise we will fail.

So keep innovating, but be sure and consider the change and transformation necessary to help you be successful and how you are going to innovate your customer and employee experiences at the same time!

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Incorporating Diversity and Inclusion Principles in Change Management Efforts

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Incorporating Diversity and Inclusion Principles in Change Management Efforts

GUEST POST from Chateau G Pato

In the evolving world of business, the significance of diversity and inclusion (D&I) cannot be overstated. These principles are pivotal not only for building a dynamic workforce but also for steering successful organizational change. The interplay between D&I and change management creates a powerful synergy that drives innovation, fosters employee engagement, and enhances overall performance. In this article, we’ll explore the marriage of D&I principles with change management efforts, illustrated through two compelling case studies.

The Importance of Diversity and Inclusion in Change Management

Diversity as a Catalyst for Change

Diverse teams bring together individuals with varied backgrounds, perspectives, and skills, fueling creativity and problem-solving capabilities. When navigating change, a diverse workforce can anticipate and mitigate a wider array of challenges and opportunities.

Inclusion Ensures Commitment and Engagement

Inclusivity ensures that every employee feels valued and heard, which is critical during transitions. An inclusive approach to change management promotes transparency, trust, and collective ownership, leading to more sustainable and effective change.

Case Study 1: Transforming Customer Service at TelecomCorp

The Challenge

TelecomCorp, a leading telecommunications company, struggled with stagnant growth and declining customer satisfaction. The leadership team decided to overhaul their customer service model to revitalize the brand and improve customer experiences.

Scenario

The company’s workforce was diverse, but previously, this diversity was not leveraged effectively in decision-making processes. To achieve the desired transformation, TelecomCorp integrated D&I principles into their change management strategy.

Change Management Approach

1. Inclusive Leadership Training

Executive leaders received coaching on inclusive leadership, ensuring they understood the value of every team member’s input.

2. Employee Resource Groups (ERGs)

ERGs for various minority groups were established to facilitate dialogue and gather unique insights directly from frontline employees.

3. Open Feedback Channels

Multiple channels for anonymous feedback were created to empower employees to share ideas and concerns without fear of retribution.

Outcome

The incorporation of D&I principles led to a surge in employee engagement and innovation. Frontline employees, who interacted directly with customers, provided key insights that informed new customer service policies. Customer satisfaction scores improved by 30% within a year, showcasing the power of a diverse and inclusive approach to change management.

Case Study 2: Gender Diversity in Manufacturing at AutoMakers Inc.

The Challenge

AutoMakers Inc., a prominent automobile manufacturer, aimed to introduce advanced manufacturing technologies to enhance productivity. The predominantly male workforce, however, showed resistance to change, citing concerns about job security and unfamiliarity with new technologies.

Scenario

Recognizing that a diverse and inclusive environment could ease the transition, AutoMakers Inc. focused on increasing gender diversity in their teams and fostering an inclusive workplace culture.

Change Management Approach

1. Targeted Recruitment

The company launched initiatives to recruit more women into engineering and manufacturing roles, promoting gender diversity within the tech transition teams.

2. Mentorship Programs

- Mentorship programs pairing experienced employees with new hires, particularly women, were created to build confidence and share knowledge on new technologies.

3. Inclusive Communication Strategies

- - Communication materials were crafted to address diverse concerns and learning styles, ensuring that all employees understood and felt comfortable with the changes.

Outcome

The infusion of gender diversity brought fresh perspectives that benefited the technology implementation process. Additionally, male employees showed greater acceptance as they observed the successful integration of female colleagues into traditionally male-dominated roles. This inclusive approach resulted in a smoother transition, with productivity increases of 25% following the technology rollout.

Key Takeaways and Best Practices

1. Leverage Diverse Perspectives

- - Create structures that actively solicit and incorporate diverse viewpoints during planning and implementation phases of change.

2. Promote Inclusive Communication

- - Use communication strategies that consider the diverse backgrounds of employees to ensure everyone comprehends and embraces the change.

3. Foster a Culture of Belonging

- - Develop policies and initiatives that make every employee feel valued and critical to the organization’s success.

Conclusion

Incorporating diversity and inclusion principles in change management efforts is not just a moral imperative—it is a strategic advantage. As demonstrated by TelecomCorp and AutoMakers Inc., a diverse and inclusive approach can lead to highly engaged employees, innovative solutions, and tangible business improvements. As we move further into an era of continuous transformation, let us embrace D&I as core components of our change management frameworks. By doing so, we create resilient organizations poised for sustainable success.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Unsplash

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The Importance of Change Leadership in Digital Transformation

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The Importance of Change Leadership in Digital Transformation

GUEST POST from Chateau G Pato

In the evolving landscape of the digital age, organizations face unprecedented challenges in staying relevant and competitive. The ability to successfully navigate digital transformation is crucial for survival and growth. At the heart of this transition lies the critical need for effective change leadership. Change leadership is a nuanced and strategic approach that goes beyond mere management of change; it involves inspiring and guiding people through transformation. In this article, I will explore the importance of change leadership in digital transformation and illustrate this with two insightful case studies.

Why Change Leadership Matters

Change leadership is essential for several reasons:

Vision and Direction: Leaders articulate a compelling vision for the future, aligning everyone’s efforts towards common goals.
Motivation and Engagement: Effective change leaders inspire and motivate employees, fostering a culture of engagement and innovation.
Managing Resistance: Proactive identification and addressing resistance to change is crucial for smooth transitions.
Building a Roadmap: Leaders create a structured approach to implementing change, ensuring coherent and phased progression.

Case Study 1: General Electric (GE)

The Challenge: GE, a century-old industry giant, faced immense pressure to adapt to the rapidly advancing technological landscape. The challenge was to transition from a traditional manufacturing behemoth into a high-tech enterprise focused on digital solutions.

The Leadership Approach: Jeff Immelt, the then-CEO, spearheaded GE’s digital transformation by championing a vision to become a “Digital Industrial” company. Under his leadership, GE established GE Digital and invested billions in technologies such as the Industrial Internet of Things (IIoT) and analytics.

Key strategies included:

Culture Shift: Immelt emphasized a culture of innovation, agility, and continuous learning across the company.
Collaboration: Cross-functional teams were created to foster collaboration and break down silos.
Investment in Talent: GE hired thousands of software engineers and data scientists to build digital capabilities.

The Outcome: GE’s digital transformation journey had its ups and downs, but it successfully positioned the company as a leader in the industrial internet space. The company’s revenue from digital services grew significantly, and GE Digital became a pivotal part of its overall strategy.

Case Study 2: LEGO Group

The Challenge: In the early 2000s, LEGO Group faced declining sales and increasing competition from digital game markets. The need to evolve and integrate digital strategies into its business model was paramount.

The Leadership Approach: Jørgen Vig Knudstorp, who became CEO in 2004, led LEGO’s turnaround with a strategic focus on digital innovation and customer engagement. His leadership transformed LEGO from a struggling company into a powerhouse of digital creativity.

Key strategies included:

Digital Products: Development of digital toys and immersive experiences that integrated physical and digital play.
Community Engagement: Engaging with LEGO enthusiasts through online platforms and co-creation opportunities.
Streamlined Operations: Overhauling the supply chain and leveraging data analytics to optimize production and distribution.

The Outcome: Through Knudstorp’s visionary leadership, LEGO experienced a remarkable resurgence. Digital platforms like LEGO Digital Designer and LEGO Ideas, combined with innovative products, bolstered the brand’s appeal to new generations. By integrating digital strategies, LEGO not only recovered but thrived, achieving record sales and profitability.

Conclusion

Digital transformation is not merely about implementing new technologies; it requires a transformation of the entire organizational ethos. Effective change leadership plays an indispensable role in guiding organizations through these complex transitions. As demonstrated by GE and LEGO, visionary leaders who prioritize culture, collaboration, and innovation can successfully navigate the tumultuous waters of the digital age. By embracing change leadership principles, organizations can unlock the full potential of digital transformation and secure their place in the future.

Image credit: Pexels

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Leveraging Technology for Effective Change Management

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Leveraging Technology for Effective Change Management

GUEST POST from Chateau G Pato

In today’s rapidly evolving business landscape, change is inevitable. For organizations to remain competitive, they must continuously adapt and transform. Effective change management is crucial, and technology has emerged as a powerful enabler for this process. In this article, we will explore how leveraging technology can facilitate effective change management and provide insights through two compelling case studies.

The Role of Technology in Change Management

Technology can streamline and accelerate the change management process in several ways:

Enhancing Communication
Supporting Collaboration
Providing Real-Time Feedback
Driving Accountability and Transparency
Enabling Data-Driven Decision Making
Facilitating Training and Development

Case Study 1: Digital Transformation at ABC Corporation

ABC Corporation, a global manufacturing company, embarked on a digital transformation journey to modernize their operations and improve efficiency. Recognizing the importance of change management, they leveraged several technological solutions to ensure a smooth transition.

Challenges

Resistance to change from employees
Lack of effective communication channels
Need for real-time data and analytics

Technological Solutions

Implemented a cloud-based project management tool to improve communication and collaboration among teams, resulting in a 30% increase in project completion rates.
Utilized an AI-driven analytics platform to monitor key performance indicators (KPIs) and provide real-time feedback, which helped identify and address issues promptly.
Adopted a learning management system (LMS) to provide on-demand training resources, ensuring employees were equipped with the necessary skills to embrace new technologies.

Outcomes

Successful implementation of digital transformation initiatives.
Increased employee engagement and reduced resistance to change.
Improved operational efficiency and decision-making processes.

Case Study 2: Cultural Shift at XYZ Financial Services

XYZ Financial Services required a significant cultural shift to adopt a customer-centric approach and enhance their service delivery. The organization leveraged technology to support this strategic change and drive success.

Challenges

Entrenched traditional mindset
Lack of customer insights and data
Inconsistent service standards across departments

Technological Solutions

Implemented customer relationship management (CRM) software to gather and analyze customer data, leading to a 20% increase in customer satisfaction scores.
Introduced collaboration tools, such as intranet platforms and video conferencing, to facilitate cross-departmental communication and foster a unified approach to service delivery.
Developed a digital performance management system to track and monitor service standards, ensuring consistent quality across all departments.

Outcomes

A successful shift to a customer-centric culture.
Enhanced customer experience and loyalty.
Improved internal collaboration and consistency in service quality.

Conclusion

As demonstrated by the case studies of ABC Corporation and XYZ Financial Services, leveraging technology can significantly enhance the effectiveness of change management efforts. From improving communication and collaboration to providing real-time feedback and enabling data-driven decision making, technology plays a critical role in facilitating successful organizational transformations. By embracing technological solutions, organizations can navigate the complexities of change and emerge stronger and more competitive in today’s dynamic business environment.

Image credit: Pexels

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No Regret Decisions: The First Steps of Leading through Hyper-Change

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GUEST POST from Phil Buckley

Workplace change has never been at a higher rate or faster pace than now. Everything from consumer preferences to product sourcing models is in flux. ‘Reinvention,’ ‘transformation,’ and ‘disruption’ are popular terms to describe how private and public organizations are evolving to accommodate changing operating environments, stakeholder expectations and regulatory requirements. Leaders and their teams must enable multiple, complex changes when most organizational practices are obsolete and the future is at best uncertain.

In today’s dynamic environment, many leaders default to strategies that have worked under very different conditions. Relying on past practices to solve present challenges is often naive and highly risky. Other leaders instinctively select courses of action that feel right or appear credible based on limited or easily available data. In these cases, the speed of response and hope for simple solutions trump rigorous assessment and disciplined evaluation.

Addressing Uncertainty with No Regret Decisions

A pragmatic way to move forward through unknown conditions is to identify ‘no regret’ decisions. A no regret decision provides a net benefit under any future scenario. For example, building awareness of sanitation and hygiene good practices at the beginning of the pandemic was a no regret decision because it benefited people even if the virus didn’t spread through surface contact.

The Benefits of No Regret Decisions

There are four benefits of making no regret decisions. The first is they align stakeholders to a course of action. There is strength in agreement that leads to positive team dynamics and a foundation of success to build upon.

The second is that no regret decisions move a team from a static state to one of motion. Success in change is not about being perfect; it’s about responding to circumstances based on available information, identifying options, and selecting the best way forward. Delaying action is rarely a good strategy during change because issues amplify with time—speed of execution matters; inactivity is harmful. Taking action transitions people from being observers to participants, preparing them to address future time-bound situations and make bigger decisions. Momentum is a source of strength that ignites future efforts.

Creating a fact-base is essential to understanding the interplay of environmental factors that lead to analysis, hypotheses, and action. The third benefit is it provides opportunities to test and learn, to challenge assumptions and modify strategies to deliver the highest value.

The fourth benefit is the building of confidence of individuals and teams. They foster a belief in capabilities, decision-making process, and a high probability of success. Also, taking concrete actions minimizes the “fight, flight, or freeze” effect triggered by uncertainty. It renews people’s belief in their abilities and avoids the emotional responses of self-doubt and fear that come with unknown or vague circumstances.

No Regret Decision Examples

What decisions provide net benefits regardless of future outcomes? Capability development is an enabler of performance. The current focus on resiliency training is an example of equipping people with mindsets, tools, and behaviors, irrespective of the emerging scenarios. Critical thinking, ideation and creativity are other skills that add value when addressing all forms of hyper-change.

Simplifying and standardizing processes is another no regret decision. The decision-making process is a good example of how a consistent framework leads to shared understanding, assessment, and alignment on actions. When people use the same process, they follow the same rules and speak the same language. The symmetry of the approach leads to clarity and agreement.

Soliciting customer feedback to inform strategy development and execution offers benefits regardless of the operating environment. It is easy to skip this step of intelligence gathering when faced with multiple, complex changes requiring quick responses. The risk of doing so is that solutions don’t address client needs, risking relationships and sales.

Leaders and their teams are navigating business environments never seen before. Internal and external realities require them to rethink their operating models and pivot their strategies, initiatives, and resources to achieve their performance goals. Making no regret decisions enables them to align stakeholders on actions that lead to positive outcomes. They also provide the opportunity to test assumptions and hypotheses and refine the understanding of marketplace dynamics. The forward motion and small gains generated by no regret decisions build the confidence of individuals and teams to face challenges head-on to mitigate risks and seize opportunities.

The only regret from this type of decision is not making them. What no regret decisions can you make to help you lead through hyper-change?

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The Role of Change Management in Driving a Successful Digital Transformation

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The Role of Change Management in Driving a Successful Digital Transformation

GUEST POST from Chateau G Pato

Digital transformation has become a critical imperative for organizations across industries. With the rapid advancements in technology and the changing expectations of customers, businesses must continuously reinvent their strategies, processes, and offerings. However, for any digital transformation initiative to succeed, one essential element cannot be overlooked: effective change management. In this thought leadership article, we will explore the significance of change management in driving successful digital transformations, backed by two compelling case studies.

Case Study 1: Netflix’s Transformation from DVD Rentals to Streaming Powerhouse

Netflix is a prime example of a company that embraced change management to fuel its transition from a DVD-by-mail rental service to a digital streaming giant. In 2007, following the introduction of their streaming service, Netflix faced several barriers, including resistance from customers accustomed to DVDs and the need to negotiate licensing agreements with content providers. Recognizing the need for comprehensive change management, Netflix’s leadership team implemented a multi-pronged approach:

1. Visionary Leadership: Netflix CEO, Reed Hastings, championed the vision for digital streaming, communicating it clearly to the entire organization. This ensured that everyone understood the need for change and were aligned with the company’s transformation goals.

2. Employee Empowerment: Netflix focused on enabling and empowering their employees during the transition. They invested heavily in employee training programs to enhance digital skills and actively encouraged risk-taking and innovation. By embracing the change from within, employees played a pivotal role in driving the company’s digital transformation forward.

3. Customer-Centricity: To ensure customer buy-in, Netflix carefully considered its user experience design. They conducted extensive user research, actively solicited feedback, and adapted their platform based on user preferences. This customer-centric approach allowed Netflix to seamlessly steer customers towards digital streaming and make it a preferred mode of content consumption.

By combining visionary leadership, employee empowerment, and customer-centricity, Netflix successfully navigated the challenges associated with their digital transformation. Today, they are the unquestionable leader in the streaming industry.

Case Study 2: General Electric (GE) and the Industrial Internet of Things (IIoT)

GE, a renowned conglomerate, embarked on its digital transformation journey by embracing the Industrial Internet of Things (IIoT). To remain competitive in an evolving landscape, GE recognized the need to leverage technology to transform its products into intelligent, connected devices. With this objective in mind, GE adopted a change management strategy that involved the following key elements:

1. Change Communication: Clear and consistent communication played a critical role in GE’s digital transformation. The company established a robust communication framework to educate stakeholders about the benefits of IIoT and its potential impact on various departments. This transparency helped allay concerns, build support, and foster a shared understanding of the transformation’s goals.

2. Skills Development: GE prioritized the development of digital skills across its workforce. Recognizing that digital transformation necessitates significant shifts in day-to-day operations, the company offered training programs, mentorship, and reskilling initiatives for its employees. By equipping employees with the necessary skills, GE ensured that they were well-prepared to adapt to new technologies and play vital roles in the company’s digital future.

3. Agile Methodologies: Embracing agile methodologies, GE adopted a phased approach to its digital transformation. By breaking the transformation into manageable increments, the company could continuously evaluate progress, iterate on solutions, and drive organizational alignment. This iterative approach minimized disruption and ensured a smooth transition to the digital landscape.

Through effective change management strategies, GE successfully modernized its offerings, created new revenue streams, and positioned itself as a leader in the IIoT space.

Conclusion

The case studies of Netflix and GE highlight the importance of change management in driving successful digital transformations. From visionary leadership and employee empowerment to customer-centricity and robust change communication, these organizations demonstrated the power of change management in achieving their digital goals. As businesses increasingly undertake digital transformation journeys, they must prioritize change management efforts to navigate complexities successfully, foster organizational readiness, and secure long-term success in the digital era.

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Co-creating Future-fit Organizations

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Co-creating Future-fit Organizations

GUEST POST from Janet Sernack

In our second blog in this series of three, we opened the door to a threshold for a new kind of co-creative, collaborative and cohesive team spirit that catalyzes change through “innovation evangelism”. Focusing on building both internal and external talent, through empowering, equipping, and enabling internally cohesive and effective innovation teams. They apply their collaborative and collective intelligence towards initiating open innovation initiatives co-creating future-fit organizations that are human-centric, adaptive, engaging, inclusive, collaborative, innovative, accountable, and digitally enabled.

Innovation evangelists are change catalysts who courageously experiment with different business models and processes, to crowdsource broad and deep innovation capabilities. Usually in new ways that breakthrough corporate antibodies and barriers and deliver sustainable, meaningful, and purposeful change. Where, according to the recent Ideascale “Crowd Sourced Innovation Report 2021” “crowdsourced innovation capabilities have grown and innovation output indicators like implementation rate and time to implement have improved. In fact, businesses that were able to rapidly adapt and focus on innovation(in 2020) are poised to outperform their peers in the coming years”.

Innovation teams don’t innovate

The purpose of an innovation team is to create a safe environment that unlocks organizational and its key external stakeholder’s collective intelligence and innovation agility (capacity, competence, and confidence) to build the capability to change as fast as change itself.

Where the goal is to create a high performing, connected, and networked workplace culture where people:

Understand and practice the common language of innovation, what exactly it means in their organizational context, as well as exactly what value means to current and potential customers as well as to the organization,
Develop a shared narrative or story about why innovation is crucial towards initiating and sustaining future success,
Have the time and space to deeply connect, collaborate, and co-create value, internally and externally with customers, suppliers, and other primary connection points to build external talent communities and value-adding ecosystems,
Maximize differences and diversity of thought within customers as well as within communities and ecosystems,
Generate urgency and creative energy to innovate faster than competitors,
Feel safe and have permission to freely share ideas, wisdom, knowledge, information, resources, and perspectives, with customers as well as across communities and ecosystems.

How innovation teams learn and develop

Sustaining success in today’s uncertain, unstable, and highly competitive business environment is becoming increasingly dependent on people’s and team’s abilities to deeply learn, adapt and grow. Yet most people and a large number of organizations don’t yet seem to value learning and adaptiveness as performance improvement enablers, especially in enabling people and teams to thrive in a disruptive world. Nor do they understand how people learn, nor how to strategically develop peoples’ learning agility towards potentially co-creating future-fit organizations that sustain high-impact in VUCA times.

At ImagineNation™ we have integrated the four E’s of learning at work; Education, Experience, Environment, and Exposure with 12 key determining factors for co-creating future-fit organizations that sustain high-impact in VUCA times through our innovation team development, change, learning, and coaching programs.

Case Study Example

Educational customisation and alignment

After conducting desktop research and key stakeholder sensing interviews, we customized our innovation education curriculum specifically to align with the learning needs of the innovation team.

We aligned the program design to the organization’s strategic imperatives, values, and leadership behaviors, we reviewed the results of the previous culture, climate and engagement surveys, as well as the range of business transformation initiatives. We then applied design thinking principles to “bring to life” the trends emerging, diverging, and converging in our client’s and their customer’s industry sectors.

Focusing on:

enabling people to perform well in their current roles,
building people’s long-term career success,
developing their long-term team leadership and membership development capabilities,
laying the foundations for impacting collectively towards co-creating future-fit organizations.

Experiential learning a virtual and remote environment

We designed and offered a diverse and engaging set of high-value learning and development experiences that included a range of stretch and breakthrough assignments as part of their personal and team development process.

Focusing on:

encouraging people to engage in a set of daily reflective practices,
offering a series of customized agile macro learning blended learning options, that could be viewed or consumed over short periods of time,
engaging playful activities and skills practice sessions, with structured feedback and debrief discussions,
providing an aligned leadership growth individual and team assessment process,
introducing key criteria for establishing effective team cohesion and collaboration,
linking team action learning activities and evidence-based assignments to their strategic mandate ensuring their collective contribution towards co-creating future-fit organizations.

Environment to support and encourage deep learning

We aimed at creating permission, tolerance, and a safe learning environment for people to pause, retreat, reflect, and respond authentically and effectively, to ultimately engage and upskill people in new ways of being, thinking, and acting towards co-creating future-fit organizations.

Focusing on:

developing peoples discomfort resilience and change readiness,
encouraging people to be empathic, courageous, and compassionate with one another, to customers as well as to those they were seeking to persuade and influence,
allowing and expecting mistakes to be made and valued as learning opportunities and encouraging smart risk-taking,
reinforcing individual learning as personal responsibility and team learning as a mutual responsibility and establishing a learning buddy system to support accountability,
offering a series of one-on-one individual coaching sessions to set individual goals and support people and the teams’ “on the job” applications.

Exposure to different and diverse learning modalities

We designed a range of immersive microlearning bots by providing regular, consistent, linked, multimedia learning options and a constantly changing range of different and diverse learning modalities.

Focusing on:

providing an informative and targeted reading list and set of website links,
setting a series of coordinated thought leading webinars, videos, podcasts, and magazine articles aligned to deliver the desired learning outcomes,
outlining fortnightly targeted team application and reinforcement tasks,
helping the team to collaborate and set and communicate their passionate purpose, story, and key outputs to the organization to build their credibility and self-efficacy,
designing bespoke culture change initiatives that the innovation team could catalyse across the organization to shift mindsets and behaviors to make innovation a habit for everyone, every day.

Collectively contributing to the good of the whole

Co-creating future-fit organizations require creativity, compassion, and courage to co-create the space and freedom to discuss mistakes, ask questions, and experiment with new ideas. To catalyse change and help shift the workplace culture as well as crowdsource possibilities through open innovation.

In ways, that are truly collaborative, and energize, catalyze, harness, and mobilize people’s and customers’ collective genius, in ways that are appreciated and cherished by all. To ultimately collectively co-create a future-fit organization that contributes to an improved future, for customers, stakeholders, leaders, teams, organizations as well as for the good of the whole.

This is the final blog in a series of three about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does, and how they collectively contribute toward co-creating the future-fit organization.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centred approach and emergent structure (Theory U) to innovation, within your unique context. Find out more

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Recognizing and Celebrating Small Wins in the Change Process

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Recognizing and Celebrating Small Wins in the Change Process

GUEST POST from Chateau G Pato

Change can be daunting, especially in large organizations. Yet, it’s often the small wins along the journey that keep teams motivated and bring transformational change to fruition. In this article, we’ll explore why recognizing and celebrating small wins is crucial in the change process. We’ll also look at two case studies from organizations that have successfully embedded this practice into their transformation efforts.

Understanding the Importance of Small Wins

In the change management process, small wins act as building blocks that contribute to larger goals. These milestones:

Boost Morale: Regularly celebrating achievements fosters a positive atmosphere and maintains momentum.
Build Confidence: Teams gain confidence as they see progress, no matter how minor.
Provide Feedback: Early successes or failures offer insights, allowing teams to adapt swiftly.

Case Study 1: The Tech Giant Rejuvenation

Context

A leading tech company was struggling with declining market share and a need to reinvent its outdated software products. The leadership realized that the transformation would require a cultural shift towards innovation, collaboration, and agility.

Approach

The company began its change journey by setting smaller, achievable goals and celebrating each success along the way.

Steps Taken:

Setting Clear Objectives: The leadership team identified key strategic goals and broke them down into smaller, actionable tasks.
Creating Teams: Cross-functional teams were established to tackle each objective, blending diverse skills and perspectives.
Recognition Programs: They instituted immediate recognition programs. Teams were applauded in company meetings, featured in newsletters, and given ‘innovation badges’.

Results

Increased Morale: Employees felt valued and were more engaged.
Faster Adaptation: Teams were quicker to adapt to new methodologies, given the constant positive reinforcement.
Market Recovery: The company regained its market share through innovative product launches.

Case Study 2: Healthcare System Transition

Context

A multi-hospital healthcare system needed to transition from paper-based records to an electronic health record (EHR) system. The task was immense, involving thousands of staff and complex workflows.

Approach

To ensure a smooth transition, the leadership emphasized recognizing small wins throughout the process.

Steps Taken:

Initial Training Milestones: Small milestones were set for training modules completion.
Celebratory Events: They held regular celebratory events whenever a significant portion of the staff completed training.
Ongoing Feedback Loop: A feedback mechanism was established to celebrate and recognize those who provided valuable insights and suggestions.

Results

Enhanced Participation: More staff participated proactively, reducing resistance to change.
Early Problem Detection: Mistakes or issues were swiftly identified and rectified, thanks to the open feedback culture.
Successful Launch: The healthcare system successfully launched the EHR system with minimal disruption.

Best Practices for Recognizing Small Wins

Integrate Recognition

Incorporate recognition into daily routines and meetings. Leaders should make it a habit to acknowledge efforts frequently.

Personalized Celebrations

Tailor celebrations to suit team preferences. Some teams may prefer public recognition, while others might value private acknowledgment.

Create a Culture of Appreciation

Foster an organizational culture where acknowledging small achievements becomes second nature. This could be through official awards, shout-outs, or even informal team gatherings.

Leverage Technology

Use platforms like Slack, Trello, or internal social networks to celebrate wins. Share stories and milestones to create a collective sense of achievement.

Conclusion

Recognizing and celebrating small wins is a critical component of successful change management. By acknowledging incremental progress, organizations can maintain momentum, motivate their teams, and ultimately achieve their transformational goals. As these case studies demonstrate, the journey becomes less about the daunting destination and more about the exciting milestones along the way.

Let’s not underestimate the power of small victories. They pave the way for great accomplishments.

Engage with the journey, celebrate the process, and embrace the wins—no matter how small.

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