Video: Cutting to the heart of Agile

This is the video of my talk from Radtac’s Evening Briefing on 12th May 2015 where I spoke on Cutting to the heart of Agile.

Cutting through methods to the heart of Agile: people, work and the nature of collaboration.

In this talk we get beyond the specifics of different methods, the narrow box of IT and cut to the heart of Agile. Through some examples we explore how it enables different approaches to valuing, motivating and investing in people, how it changes the management of work and how it drives the spread of collaboration and cooperation; moving competition outside the organisation where it most healthily belongs.


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Video: Challenging the Orthodoxy

This is the video of my talk from Service Design in Government 2015 on 20th March 2015 where I spoke on Challenging the Orthodoxy: How Cultural Change enables Citizen-Centric Services.

An exploration through examples of how implementing truly radical service redesign needs organisations to first undergo a cultural change and revolution in their thinking.

Budget cuts are forcing many of us to re-think how services are provided. Despite the pain, this challenge is also an opportunity to dramatically improve services for the modern world. The dash to digital in the UK has driven an IT-led service design culture that embraces modern agile practices, new technologies and open solutions. This is a welcome break from the past.

But to make really dramatic improvements, we need to go beyond technology and completely re-imagine how services are provided – and that’s first (and foremost) a people problem. We need to change cultures by breaking down silos between departments and bringing people together to deliver a consistent, coherent and human service. The front-line needs to deal with all the needs of each citizen in one place instead of a series of frustratingly splintered transactions.

Change should lie in the hands of those who face citizens; engaging their experience, creativity and insight into people’s needs. We need to deliver the same qualities of experience we all value in the modern world: speed, convenience, clarity, effectiveness and choice.

Join me for a tour of surprising and unorthodox alternatives as we explore how conventional thinking takes us down the wrong path and how people around the world have created innovative solutions for their public services. Guaranteed to be thought-provoking and suitable for anyone involved in service design.


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90% of Organisational Change is about People, not Process

90% of the change work I do in organisations is about people, not process or tools. It’s navigating the politics, building relationships, overcoming barriers and helping people work together to solve common problems.

I know from when I arrive in an organisation that the people working in it are the experts on what they do. They already have the answers they need between them but the fragmented and siloed system in which they work makes accessing those answers impossible.


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Video: Cultivating Culture Change with Tom Sedge

In this video, we take an example-led practical tour of Cultivating Culture Change within organisations using the metaphor of gardening. This draws on my experience to include a range of techniques and tools that you can use in your organisation. We explore what a workplace can look like when it has undergone a cultural transformation and where to get started.

Traditionally people approach culture change as an engineering problem or by telling their people what to be. But it just doesn’t work like that. Culture is different: it’s an emergent property and that requires a different approach.



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What are the most common Organisational Problems?

In this Transformation Dialogues video, Ann Blythman interviews me to understand what are the most common organisational problems.

I discuss the common problem of siloed functional hierarchies and the role they play in subverting the purpose of organisations and disruption to collaboration and communication. Local optimisation is at the heart of a lot of well-meaning but destructive change.

Through the example of delivering a new service, we discuss how to structure people in a different way to create highly effective collaborations that focus on end-to-end delivery. Key is the role that these collaborations play in identifying waste and enabling big improvement leaps.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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How do you approach Working with Large Organisations?

In this Transformation Dialogues video, Ann Blythman interviews me to understand how I approach working with large organisations and how this differs to smaller ones.

I discuss the importance of understanding local needs, responding to them and fitting them into a global strategy. We explore how focusing on outcomes rather than methods can transform performance by enabling greater freedoms in different geographical and service areas.

We cover how I up-skill people within an organisation and leverage their skills to handle bigger changes. I mention the dangers of building a dependency on a large consultancy team and how I can bring in other specialists when needed.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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How do you Deal with People Reluctant to Change?

In this Transformation Dialogues video, Ann Blythman interviews me to learn how to deal with people who are reluctant to embrace change and who can be obstacle to progress.

I discuss the importance of understanding why people oppose change and practical techniques to illuminate objections, move past them and deal with stubborn naysayers.

We discuss the importance of organisations embracing failure as a learning mechanism and how this can transform culture and where to put focus for best productivity. I highlight the huge hidden costs that organisations can face when they don’t understand or know how to handle this and the role this plays in creating firefighting cultures where change becomes impossible because no-one has time.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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What’s a Recent Example of what it’s like Working with You?

In this Transformation Dialogues video, Ann Blythman interviews me to hear about recent change work I’ve done and to learn more about how I work and what it is like working alongside me.

I discuss the initiation of a major change programme with a £50bn public sector loan provider working with the CEO, executive team and change team on the ground. I talk about the range of work I do and how my hands-on approach works.

We dig into more detail to discuss how I work day-to-day and how education and strategy are folded in and some of my key tools and techniques. We explore how the impact of my work can be measured to assess its value and both the hard and soft benefits that can be expected.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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When you leave a client, what Legacy do you leave behind?

In this Transformation Dialogues video, Ann Blythman interviews me to understand what’s typically left behind after I’ve finished working with a client.

I discuss how this legacy is a different attitude to change, a way to tell what matters and what doesn’t and simple principles that people go on to use throughout their careers.

I focus on creating a powerful demystifying simplicity without jargon and how to put things into simple plain English terms. I cover the key questions that people need to ask themselves to drive effective change and common symptoms of bad approaches.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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Why aren’t you Just Another Consultant?

In this Transformation Dialogues video, Ann Blythman interviews me to understand what makes me different and why I am not just another consultant.

I discuss what it is that makes me different to traditional management consultants and how my approach is far more practical. Sometimes this surprises people because there can be safety in commissioning ineffective reports and assessments that don’t deliver change.

We discuss my measure of success which is the lasting change that I make on the ground and how the way I work rapidly delivers hands-on change. We explore how quickly I can get results and the factors that influence the speed at which organisations can deliver change.

We finish up discussing the importance of understanding organisations and what makes them special and adapting change to fit and work.

I hope you enjoy this video and more that follow soon in the Transformation Dialogues series.


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