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.


Read more…

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.


Read more…

How do you Build Trust and get Executive Sponsorship?

In this Transformation Dialogues video, Ann Blythman interviews me to understand how to build trust when implementing change and how to get executive sponsorship for bigger changes.

I discuss how trust can be built through a series of small successful steps and how significant changes can be implemented without jeopardising existing targets and performance standards.

Through the example of a new Customer Service System, we explore how to find out early what customers need and whether expensive new solutions will provide them. We finish up discussing how managers can get executive sponsorship for changes that they want to implement.

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


Read more…

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.


Read more…

How do you Create Ownership?

In this Transformation Dialogues video, Ann Blythman interviews me to understand how to create a much greater sense of ownership within an organisation.

I discuss the role that lack of ownership plays in undermining most change programmes and how my approach is different from conventional change processes.

Through the example of documentation, we explore how whole processes can disappear when people explore what is actually used. Joint ownership of the whole problem enables radical change.

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


Read more…

Why is Feedback so Important?

In this Transformation Dialogues video, Ann Blythman interviews me to understand why I believe feedback is so important to delivering effective change.

I discuss the importance of feedback and why it is so crucial to discriminate between fashionable theories and practical change.

Through the example of an HR department handling new starters, we explore how feedback can be used to drive improvement in an internal service. We discuss the critical importance of effective collaboration and direct contact between groups to force change and cut through bureaucracy.

Finally, we discuss the importance of embracing failure to create a learning culture in an organisation and how this can be made safe, healthy and low-risk by breaking down work and giving it high visibility.

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


Read more…

How to set up an ePMO?

I suggest you start by taking on the mindset that you are there with the ePMO to support, coordinate and enable rather than control and dictate. This is essential for success.

Even if you secretly want to control everything, behaving like that will be counterproductive and won’t get you want you want – it will just build resistance in other people. You need to make the ePMO something that directly benefits them.

Of course, there’s an even better reason than that, which is that control isn’t what it is popularly thought to be. True control is nothing to do with reports, standards and processes – they are all weak proxies for true control.


Read more…

Dealing with a micro-managing boss?

First I suggest you take the time to understand and explore what’s behind his micro-managing: what is it that he is concerned about that will or won’t happen if he doesn’t? If you don’t understand this then nothing you do will have any effect.

Try a mixture of guesswork, experimentation, asking others if they know and asking him direct questions to reveal his thoughts. It might not be easy if you don’t have the best working relationship but it is so important if you want things to change.


Read more…

Getting an executive team to work together

Bad behaviour in the boardroom often stems from people trying to guess what is on the CEO’s mind and what might please them from one day to the next.

The best antidote is to be absolutely transparent and clear how you operate, what you expect from them and be explicit about behaviours you want to see and those that you don’t. Have you done this?


Read more…

Organise people in cross-functional teams to dramatically increase productivity

The key to high productivity is “getting the right people in the room”. For a service that means an end-to-end slice of the key people involved in delivering and improving the service that sit next to each other every day. Traditional functional silos destroy productivity because they introduce big delays and buffers between groups, inhibit communication and make functions more important than the whole, putting personal agendas ahead of the business.

The most common problem I see in client organisations is functional specialisation of teams. The bureaucratic, siloed and slow-moving fragmented mess that often results feels a little bit like a war zone.

Who teaches this stuff? It is as if this is the “one true path” or only way to organise mandated by God. Nothing could be further from the truth.



Read more…