CFOs Leading Business Intelligence – Digital Workshop Series in 5 Parts | Q3-Q4 2021
In today’s business world, the markets are changing in an accelerated fashion; customers shift their preferences, supply chains are facing major challenges, and the workforce requirements are evolving. In this context, business intelligence covers a broad range of important topics. Whilst the topics individually are important, it is by connecting them and thinking about business intelligence holistically that CFOs can preside over a best-in-class process which is both effective and efficient.
So far in this trail about agility, we talked about two major things: giving people direction based on our purpose and the value we can create to customers; and starting to experiment and continue to learn. Both are focusing on what we deliver and what we produce. All of this is only possible when one magic ingredient is present: the foundation of agility. Besides the delivery, our way of working is highly determining if we will be successful. Do you sometimes feel that your daily work feels like a constant fight, peers around you are not aligned, the processes and approvals are bottlenecks that slow you down?
In this episode, we talk about how we can create solid connections between people. Establishing alignment and transparency, and cultivating a safe environment where people can share their ideas and thoughts. A place where it feels like we are working together and pulling on the same string.
What portion of the delivery can we fully delegate to smaller teams and allow them to be self organising?
Your company sets aside a certain percentage of your work to be innovative. You and your peers are supposed to come up with the new big thing. And creativity simply doesn't strike. Improvements seem to be incremental. Your customers for a long time didn't experience that 'wow effect'. Something is wrong. And, you are not alone. Many companies come to Hive17 Consulting to seek for inspiration and creating a new spin to their operations.
Going down the same path will lead to the same destination.
One key element what we are offering is thinking out of the box. No, it is not enough that we at Hive17 are thinking out of the box. The teams we are supporting need to think out of the box! How are we facilitating this change? Three elements.
Creating a positive environment. This is important because our brain works more creatively when we are in a positive emotional state. New ideas flow and we are able to build on top of the ideas of others. Here we aim at creating a meaningful context, allow people to warm up; something that simply works better in person.
Use a new approach to problem solving. When you keep applying the same methodology, you might reach similar results. That's why we introduce new problem solving methodologies, for example design thinking. And if you are already using it, then it is a good idea to ask another person to facilitate through the journey.
Ask different people. Diversity sparks new ideas; when we open up our mind and our perspective, new solutions will flow. Important here is to put more efforts on customer centricity. Who are the groups of people you are creating value for? Going broad on this question and talking to representatives of these groups, is a good start.
How often do you feel that you and your teams are thinking out of the box?
Every day we are confronted with challenges that require solutions - they might be small, they might be big. Following the same patterns and focus on past achievements is at best futile - what we need is creativity. And why not ask the creatives for their tips?
Hideo Kojima is a Japanese video game design since over 35 years and can celebrate decent success in his industry; and, he wrote a book about his secrets. One key thing he shares that without fail, every day he is visiting a book store and browses through the books. He then buys a book that talks to him and reads it.
This routine brings him a wider perspective of the world, provides him new inputs, and also gives him the opportunity to get a break from work. He also emphasises that he keeps this routine from being mundane. The same book in a different store is speaking in a different way to you. Therefore, he keeps visiting new bookstores to keep his mind and heart fresh.
What can we do to keep a fresh perspective and stay creative? Find an activity that suits your surrounding and interest, which allows you to get a perspective of the bigger world around you! And establish a routine for that; a simple 30 minutes task every day. What can that be? Walk around your neighbourhood as a tourist; call a friend you haven't spoken with in two months; find an online course about a topic you want to discover more. There are plenty of things to learn and discover.
What will you start with? Please share!
Source: Hideo Kojima on What Makes Hideo Kojima Tick, Wired UK, October 2021.
Photo credit: Charlie Clift.
Based on pillars 1 & 2 - our dream & the value for customers - we can now generate tons of ideas to address needs and solve problems. Full innovation is also executing these ideas and this happens most effectively with experimentation. Try different ideas and capture how you can improve your solutions. The core of agility is this trial & learning. This experimentation happens in a perpetual manner, continuously tinkering and edging closer to a better product or service.
Jump into the third podcast in collaboration with Tigerhall where we uncover the underlying principles of agile working. The practical examples will help you to start the transformation in your teams.
How can we capture early feedback & input from our stakeholders to create more meaningful solutions?
Change Management is the most wanted future skill for employers:
The session will be held by the experts Tim Wieringa and Anne Babilon-Teubenbacher.
Date: Wed, 10 Nov 5–6pm (SGT)
Let's continue to talk about the principles of agility, today we look at how we can create value to our customers. I like to explain that our purpose is giving us meaning from within and is making us as a group unique. The second part that provides meaning in our work is that we are delivering exciting solutions to our customers. Both are directing us in our daily job and help us to make decisions along the journey.
Jump into this second podcast in collaboration with Tigerhall where we uncover the underlying principles of agile working. Practical examples will help you to start the transformation with your team.
Who are the groups of people you are creating value for?
Agility is in everybody's mind. And yes, its principles can help any part of the business to build lasting success in an environment that is complex and ever-changing.
Tigerhall invited me to a series of podcasts to share my experience with agility in the manufacturing and financial service sector. Here is the first episode!
How do you enable your team to define their change journey from within?
Many professionals mention they are knowledge and experienced about change management. A highly relevant skill in today's business world. At the same time, we rarely see these skills deeply applied in large transformation projects. Why is that?
Here are some reasons I have heard from peer change management practitioners:
Where do you see barriers for professional change management in your organisation?
Since years, I am advocating that the traditional change management, enabling people to switch to a future state, needs rethinking. Our world has become complex and changes are happening faster and faster. This means the 'future state' is soon obsolete and we need to change to the next one. We are in a state of continuous change.
This means we need to cultivate an environment that allows people to thrive during their change journey!
For example, when you introduce a new performance management system, or a new hybrid working policy, or a refreshed regionalised organisation, for all of these transformation projects the end is not the installation of these end states. Rather, we want to enable the adopters of this change to be able to evolve their system, processes and team structure by themselves. And this requires direction, guidance and support.
Leadership is essential in this context. Leaders cultivate the environment where successful change can happen. While we all heard of these leadership qualities, it is essential that the right behaviours are becoming a second nature.
How are you developing these routines and master positive change leadership qualities?
Last week we conducted the fifth session of the workshop series 'CFOs Leading Business Intelligence' organised by CFO Connex. This last session was all about change management, in particular: how can we define that dream state of the new finance team and how we can take the first steps in that direction.
We also had a great panel that provided insights on how to bring change to the finance team and how this team can facilitate change in the broader organisation. Here some interesting bits and pieces.
Starting with the senior leadership team, it is important that transformation initiatives receive commitment from the top, often in the form of a prioritised vision of where the company is heading. This means that we are creating space to think - with creativity and with curiosity.
The CFO is the objective sparring partner for the business and is in a very good position to guide and drive change projects. For the finance team, the business leaders are the customers. With continuous conversations finance is able to deliver value to their customers.
When we are leading the finance team to that new future state, it is important to look at the change journey of each individual team member. What are their skill gaps and their career ambitions?
Coming back to the senior leadership team, we need to acknowledge that transformations require to investigate how the cultural environment is contributing and blocking change. The senior leaders are significantly shaping the company culture and hence contribute to the success of the change.
Thank you to all the panelists: David Newton, Lisa Dawson, Michael Zimmel, Shin Yng Lee, Tim Wieringa.
Together with David Newton, we are organising a workshop series called CFOs Leading Business Intelligence. Last week, I talked about decision making in this context. The financial teams are very good at planning and analysing business data. And we need to understand that all these activities are directed at making better business decision and at the betterment of the business we are in.
When it comes to decision making, there are two main areas we aim to improve: speed & quality. How often do you experience delays in your decision making process? And, how confident are you that you are making decisions that are solid and considering all the data we have?
In my presentation and during the panel, we discuss to major elements: decision making bias and decision modelling. Please enjoy this recording.
Next week, we will conduct session for: Change Management. Please sign up with the link!
For years, I have been looking into agility, its principles and how they help to create lasting success in teams. We have brought agility into manufacturing, R&D and for sure also in IT teams. Earlier this year, I then decided to jump deep into the certification for Scrum Master. What did I learn?
There is one thing that becomes obvious very quickly: scrum as methodology is not prescriptive. Instead, it contains a series of suggested activities, templates, processes, etc. The key foundation is empiricism! Each team then needs to find out what works best for them - based on a set of principles.
In my projects, I am mostly engaged in leadership development. And while going through the scrum master certification, I understood that the principles are strongly supporting a modern, dynamic leadership approach. Scrum can give us answers to the question: how can we deliver maximum value in complex environments?
Are you curious to bring agility to your organisation? Then let's look at these key principles! Here my take:
How can you follow these key principles in your organisation? Where do you see the obstacles for agility?
Thank you, Takeshi Yoshida, for pushing me on this path!
This article was originally posted in the GloCoach Blog.
Since the beginning of 2020 we learned that change can suddenly be omnipresent. Many companies struggled; some companies thrived due to the new business environment. And over the recent months there might be only a few companies that are not facing big challenges; if not from a business and financial perspective, then from an engagement and social point of view. How can we build an environment where we can thrive in all aspects of work and life?
Any transformation journey will experience resistance; that's is a normal behaviour. Important as a change manager is to identify these hurdles and design activities that nudge the adopters forward and create structures that reinforce the change. This will smoothen the journey to the future state.
Hi, do sometimes feel that day in and day out, for weeks and months, the only focus is on delivery, delivery, delivery. That's how many people feel these days. Still, that's not how we thrive. How can we create, how can we establish simple structures that lead to lasting change?
In this series, we introduced the four knowledge areas of the CPC change management methodology. These themes provide guidance on what to consider in your change activities.
My name is Tim Wieringa and I'm a change management practitioner here in Singapore.
Today, we talk about institutionalisation. In this dimension, we are looking for underlying structures and we're looking for nudges which are reinforcing the change, reinforcing the future state. People, easily fall back to old habits. How can we prevent this from happening?
Best to explain this with an example. About a year ago, I was exactly observing this single focus on delivery, and people around me were struggling a lot. In an agile transformation project, we wanted to allow the people to go through that change in a more sustainable way. The teams were using OKRs and we wanted to use this artefact to create a structure to think in different ways. Beside objectives for deliverables, we overall wanted to introduce two new objectives; one around learning with experiments and another one looking at the way of working. We then encourage the teams to define their own key results, which are contributing to these objectives. This gave the people the necessary permission to look at these two areas and started to improve and the delivery of the change.
In a transformation journey, we need to continuously look out for this resistance and see how people feel about the change. Often, small notches allow people to reflect on the overall purpose of the change and define their own journey.
Thank you for listening. Please click on the link below to learn more about how to become a Certified Associate in Change Management. And stay tuned for the next episode.
We often talk about high-performing teams and trying to find recipes of success. In this context, it is important to look beyond short-term gains and work with establishing a platform for lasting success. At Hive17 Consulting, we like to look at different drivers for change:
How can we establish a solid human connection?
One important element of establishing healthy relationships is trust - an understanding that we can rely on each other. Trust is typically between two individuals. In order to cultivate trust within a group of people we need to create a safe environment. We then want to look at what is psychological safety and how to establish such a place. And there is no easy path to achieve this.
First of all, how is it not done. During my advisory and coaching activities, I have observed a number of teams and supported them to create a positive, collaborative environment. With one group of people, I observed something interesting. When the regular group was meeting, they had a open, respectful conversation and were easily able to bring issues on the table and then solve them. Then, a new person joined these conversations and immediately that openness was gone; the original group was not comfortable to speak up. This shows that each individual in a group is contributing to that safe space. And one thing is clear: stating that this is a safe space is not creating psychological safety!
Laura Delizonna, from Stanford University, shares here how we can increase psychological safety in our team:
In order to creating lasting success, you need your team to be creative, you need them to feel comfortable to experiment and possibly "fail" (learn is the better word). Removing negative barriers created by lack of safety allows to build on the knowledge, experience and intelligence from everyone in the room.
How are you building a high-performing team?
Source: High-Performing Teams Need Psychological Safety. Here’s How to Create It, Harvard Business Review, August 2017
Resistance during a transformation journey can build up at any time, at any part of your organisation. Two elements are vital to overcome barriers: keep positive engagement high and develop the right skills. Both elements will increase confidence and therefore smoothen the path to the future state.
Hi, when we start a transformation program, we are pretty excited about what is coming. How excited are the adopters? Often, they don't feel ready and well equipped for their upcoming change. How can be then accelerate the confidence and the capabilities in our adopters?
In this series, we introduced the four knowledge areas of the CPC change management methodology. These themes guide us on what to consider in our change activities.
My name is Tim Wieringa and I am a change management practitioner here in Singapore.
Today, we talk about engagement and enabling. This knowledge area is targeted at two things: the motivation and the ability of the adopters; the people we want to guide to the future state.
Let me illustrate this with an example. About a year ago, I was supporting several teams in an agile transformation. They conducted regular pulse surveys and unfortunately, the psychological safety score was pretty low. One specific leader shared with me that the motivation was very low and the team members' behaviour was very reactive. We addressed this with a small self-organization program which was very impactful to drive ownership, priority setting and proactive behaviour; essential qualities for an agile team.
With this case study, we understand that the change journey is individual, and we need to feel the pulse of the adopters on where resistance is building up. And address them at the root. This might be a simple skills program or the broader aspects of the transformation.
Thank you for listening and click on the link below to learn more about how to become a Certified Associated in Change Management, and stay tuned for the next episode.
There is a lot of things we have experienced and learned in the last eighteen months. And one is becoming clear: using our six senses is much better than using one or two in the virtual world. We need the physical world - at least sometimes. And my friend put it in a very nice quote:
Thank you Daniel Benes for sharing!
The imagination of the future state is guiding the adopters during the change journey. When we formulate this impact as a collective activity, we can create a better understanding among a wider group of people. And as a result, achieve a stronger impact in people's daily work.
Hi, do you sometimes feel that you are very clear about the impact of your change; and all you get are empty faces and no concrete actions? How can you establish a collective idea of a meaningful and desirable impact of your change initiative?
In this series, we want to introduce the four knowledge areas of the CPC change management methodology. These themes are guiding you on what to focus on in your change activities.
My name is Tim Wieringa and I'm a change management practitioner here in Singapore.
Today, we talk about impact, and impact is more than a generic purpose. Here it is important that the individuals are understanding on what this is all about. We need to find a story that fits the different audiences.
A few years back, I supported this regional leadership team and they wanted to embed a new strategy. The reporting senior managers understood the general concepts of this strategy but were a little bit amiss on how does it impact their daily work. We then organised a workshop, where we took these senior managers in different teams and allowed them to think about, to reformulate the strategy in their own words, in the context of their responsibility. And we also encouraged them to define their own objectives. The quality and the practicality of the results, really impressed the regional leadership team.
When you impose your strategy from the top, it is almost natural to get resistance. In order to have success, you need to allow each individual to digest and translate the impact, the formulation of the impact in their own words. What is essentially in the end, is the end result; that your new direction is embedded in people's daily work.
Thank you for listening. Please click on the link below to learn more on how you can become a Certified Associate in Change Management. And stay tuned for the next episode.
Hello everyone, the last few days we had a lot of rain here in Singapore, and yesterday, finally my host Tim Wieringa brought me out to explore Singapore. Wow, this was impressive!
Our first trip, we went to the city centre and discovered some of the old buildings from the British colony times. My first impression: wow, here is so much green! it makes me feel good. And looking at these buildings I also realised that the Singaporeans moved on to a new, modern way of living. Great job!
As Charlie, the Change Bear, I also observed all the transformation that happened. An old stable is a hotel now (Raffles Hotel), the city hall building turned into a museum (National Gallery), a busy harbour turned into a serene riverside (Boat Quay), and the open ocean was transformed into a entertainment and recreation area (Marina Bay Sands & Gardens by the Bay). Amazing.
How were people able to do all this? Where they using a structured change management approach? Where they forcing the change on the people or allowing it to happen? What are the next big changes that are coming to this island?
But now, back to work! I need to prepare the workshop for Certified Associates for Change Management in this fine city on 23 & 24 September.
In change management, we want to guide or lead the people that are impacted by the new solution from where they are today to the new future state. We call this the knowledge are 'Leadership'. Learn more what that means in practice!
Hi, do sometimes feel that change is a burden on one person's shoulder. It doesn't need to be like that. And how can we build a support organisation for our change activities?
In this series, we want to talk about the four knowledge areas of the CPC Change Management methodology. These themes are guiding us in what to consider in our change efforts.
My name is Tim Wieringa and I am a change management practitioner here in Singapore.
Today, we want to talk about leadership. And, with leadership we don't mean the senior leaders and sponsors. Leadership here represents the group of people which are leading the adaptors from where they are today to the future state. It's a lot more than the sponsors and the change team.
Let me explain leadership with an example. A few years back, I was supporting a global chemicals company in introducing an SAP module for new product introductions. Here, we took a novel approach; we introduced about 20 communities, which were responsible to guide and engage with the relevant people that were impacted by the project. This allowed us to identify the change agents and influencers and easily reach out to over 300 people.
Successful change happens on an individual, personal level. And that's why we need to have a larger group of influencers and change agents. They are able to address the individual needs of the adaptors, and they are supporting the change team and the sponsors. These groups of people together are forming the leadership in a transformation journey.
Thank you for listening. Please click on the link below to learn more on how to become a Certified Associate in Change Management. And stay tuned for the next episode.
Last week I was sharing some thoughts with a friend about leadership and how we can bring the best out of our team members and peers. In this conversation, we thought about a new quality of a good leaders: being malleable - able to be changed and to adjust.
Around us we can observe managers that want to give direction and give guidance to their team members. They are confident with the experience they have and want the people around them to learn from them. This almost sound like a good thing, right? Though, in my experience there are a few side-effects which I would prefer to avoid. One is that with a rigid mindset, we are limiting the people's autonomy and creating frustration. Another is that we encourage the people around us to listen instead of applying their critical thinking capabilities. And a last - and in my eyes crucial - element is that we are limiting the creativity, innovation and development of the team.
What can leaders do instead? Ok, let me introduce another fancy word: impermanence. Things around us are in a continuous cycle; they are changing all the time and nothing is really permanent. Once we acknowledge that the ecosystem we are in has the qualities of impermanence, we also come to realise that we need an open and curious mind to absorb this ecosystem and to be able to thrive in it. With this we are able to adjust to the permanent change around us. How can you apply this in practice?
These are some initial thoughts around the quality of being malleable. What do you think about it? Where do you see this to be applicable and important?
Hello Singapore! I am finally out of quarantine and got a great welcome here in Singapore. Oh, yes, my name is Charlie, I am the Change Bear! Originally, I am from Germany and I have been sharing my change management experience in Beijing and Shanghai for the last few years!
What brings me to Singapore? I heard that the program for the 'Certified Associate in Change Management' will be launched here in September and maybe my support is valuable... (for sure it will be!)
First things first! My host here, Tim, promised to show me around Singapore. I heard it is tropical here, lots of green and lots of culture. And, lots of great food. I am excited to play tourist for a bit! I will share more soon...
After that, we bring a fun and joyful spirit to our certification programs - I can't wait for that!
Oh, if you want to learn more about me, check this out.
This week the CFOConneX network has launched the first workshop series and I am delighted to be part of this event! Thank you David Newton and the entire team!
The entire workshops series is about how CFOs can take a new spin to business intelligence; reflecting on how we are doing business planning, budgeting and forecasting. The first session was giving an overview of what this topic entails.
As a change management practitioner, for sure I am looking at the people side of these activities. As a leader we should always think about the why! What is the purpose of financial planning & analysis? In the end we need to make decisions that are pushing our business forward.
Here is an extract of the workshop covering this topic. Enjoy!
In my presentation I have covered three key aspects:
How do you engage as a CFO with the business and contribute to the overall business success?
The SkillsFuture organisation is doing an excellent job, supporting the development of the workforce in Singapore. They have recently launched a set of Critical Core Skills that are vital for all of us to thrive in a business environment that is rapidly changing in terms of technology and human interaction.
The sixteen competencies are grouped in the following three areas:
As a change management practitioner, I am delivering programs that are developing and embedding skills that allow change initiatives to succeed. Are you simply installing a change? How can you ensure that you realise the expected benefits of the transformation program? With this background, I want to share here how change management skills are supporting the critical skills above.
At the core of change is the human side of doing business; how we interact with others. We want to understand the people around us; only then can we overcome resistance and make the new solutions work for them. This is the foundation to make transformation initiatives a success. We learn to understand how people react, how we can influence and engage people. And most importantly, how we can create value in the ecosystem.
Change management frameworks provide a simple structure that allows us connecting the dots and to think critically. Who is impacted by the change program? Who can be an influencer? Change frameworks enable us to collaborate and discover new insights. With these inspirations we can derive innovative solutions that fit into the larger ecosystem.
When we learn about transformations, we also discover that change journeys are about continuous change. The business ecosystem is constantly moving forward and we need to keep moving within it - stay relevant. With this, we develop behaviours and mindsets that is not only open to change; we discover how we can thrive in change.
How can you get started? Become a Certified Associate in Change Management with our hybrid program that is credible, holistic and hands-on.
Source: Critical Core Skills, Skillsfuture Singapore
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.