Causing Behavioral Change
From GPWiki
Friday 10 of September, 2010
Experience Changing Frameworks
See Also Real Change - The Insights
After undergoing a Discovery or Development phase of 4D there are Deep Dives into the details of what has been determined. These details require rich thought, decisiveness and a context all of their own. We have noticed a number of typical applications and they are discussed here but there is almost no limit to the requirements and variations needed.
Frameworks for Change
Dynamic behavioral Change through SVT 'Custom' Frameworks
"Leaders set ambitious goals based on excellence in execution across a proven and prioritised framework. Leaders have a global and open mindset, master complexity, and wholly embody team leadership and values. Leaders do this to encourage and retain the most talented employees, achieve the strategic and company goals and provide - through reasoned insight - the right basket of qualitative products, services and solutions based on the needs and aspirations of their desired customers. But to be true winners they must be know how and be prepared to change and adapt this every single day." - John Caswell
We strongly believe and have proven time after time that co-creation, high degrees of involvement and a shared passion raises the chances considerably and with the commitment by leadership to coherent and earnest follow up we can move the dial every time.
How much the organisation then uses the framework to refresh and thereby implement the change at behavioral level in a fast moving world is the key. This is the significant prize therefore we are keen to work with the clients around further ‘on-boarding’ or further workshops, ambassador kits and wider training tools.
Behavior
This means the underlying efficiencies can be scored, behaviors can be observed, charted, (visualised in the session) - crafted by everyone as criteria. These criteria have rich definitions and are debated in the sessions until real clarity emerges and semantics are overcome.
They become the new rules for the enterprise to remodel all business processes against. These processes and procedures will often require changes to systems and technology or infrastructure. Our aim is not to create more cost or unnecessary work by this approach. Quite the opposite. Therefore we strongly urge that the business spends as much time as possible clarifying the capabilities of existing systems and technologies within the program.
Leadership
The leadership’s role is one of governing and managing the evolution of change during any meaningful pursuit of strategy of shift in direction.
What propositions or cases for cultural change and what incentives or solutions/strategies for change exist. What is the Cultural Vision and what are the intercept points (journeys) for these macro-segment types. How then do we aquire/make them aware (A), how do we sustain (R) and how do we truly enhance the value in the new order (P). Underpinning this are the observed implications on People, Process, Systems and Technology/infrastructure. (E)
Critical Questions
- We know how we want to be viewed by the customers in our Micro and Macro segments. Y/N/Score?
- We have developed a clear set of value-laden propositions to articulate our most powerful solutions to these Micro and Macro Segments. Y/N/Score?
- We have prioritised our touch-points and channels in relation to our segments ability to access us and we have refined the value statements accordingly to our touch-points. Y/N/Score?
- We have assessed the customers we want according to their life events and long term interest to our product and service road-map. Y/N/Score?
- We have the required response to customer requests in place in our service packs and the right staff and skills in place to meet the demands of our customers. Y/N/Score?
- We have mapped the marketing campaigns and created an impact responsiveness tolerance. Y/N/Score?
- We have analysed the processes and procedures of the entire company in relation to our growth ambitions and done this in terms of acquisition, retention and penetration. Y/N/Score?
- We have fully engaged with our people and they understand the criteria, where they contribute and can explain the companies strategy at an appropriate level. Y/N/Score?
- Our leaders have fully shared and can commit to the execution of the strategy. Y/N/Score?
- We have a policy of recruitment and reward and recognition built to foster and sustain execution and continuous improvement of the strategy. Y/N/Score?
- We have invested in ensuring that we can create compelling customer experiences through each touch-point, to the right segment, with the appropriate level of service and we have the systems and processes in place to match the expectation we create. Y/N/Score?
Leadership Strategy
Leaders Only
- To what degree do you as leaders operate to a clear governance model?
- We have clear policies that govern our decisions that are consistently applied and include measurable evidence in support of a structured business vase
- We have some policies that we apply but we are not able to accurately measure the outcomes or benefits of decisions that we make
- We each determine our own method of governance
- This concept is not clearly understood so I am unable to answer
All staff
- Within your performance management framework are you rewarded for forward thinking?
- Yes, we have company schemes that encourage us to think about opportunities for the future and this is a recognized competence against which we are measured
- We have a specific scheme for ideas development but we are not measured in terms of performance
- This depends heavily on my managers approach to forward thinking
- There are no incentives to think about the future and my performance review is governed by how I do my current job
For Leaders only'
- Within your performance framework what are the consequences of not delivering against you goals and objectives?
- My performance is reviewed regularly (more than once a year) and I will be expected to demonstrate how I am achieving against my targets. My pay award and/or career path will be directly affected if I do not meet my targets
- My performance will be reviewed annually and I will be required to explain how I have delivered against my targets. My pay award may be affected if I cannot demonstrate delivery
- I will be required to discuss my achievements at my annual review and we will adjust my targets based on the level of success in that year
- There are no consequences – the targets are simply internal goals that we set.
“Governance will focus heavily on ensuring that we have clear measures and metrics that are enforced to achieve the vision. This requires strong leadership to wrap this all up and keep the commitment alive, even through the more difficult stages. Continued investment will be required – which will be justified through the business case. We will reward and measure against innovative and forward thinking”
Q: How would you change this statement?
"Strategy" is essentially about "knowin' where you're goin.'" Not, mostly, a bad idea; though with today's market gyrations - and market gyration velocity - that's increasingly difficult to do, a chimera, a distraction even. For me, "knowin' who you're goin' with" tops the list of imperatives in a world of whitewater, and knowin' that those you're goin' with share your passion and determination - and the flexibility of mind to adjust and adjust and adjust on a dime. All of which is to say I'm not, and never have been, a champion of the management school of thought that says, or implies, "Get the strategy right (big word, "right"!), and the rest, as in all good things, will more or less automatically follow." - Tom Peters
