The New Year has started - we refueled our energy and are excited what 2022 will bring for us? Let's get into it! Here in Singapore, one immediate topic: how to get the people back to the office! Government regulations allow to raise office space occupancy to 50%; let's fill up our physical workplace again!
Are these the right questions and intentions?
Owl Labs shares in their annual report 'State of Remote Work' that "1 in 3 would quit their job if they could no longer work remotely after the pandemic". This against the "39% of employers [that] are requiring employees to be in the office full-time post-pandemic". Friction is programmed.
This will be a change which requires a good conversation. Yes, as leaders we know that solid change management is based on listening to our employees, giving them flexibility, providing them a inspiring vision, etc. We intellectually know how to do this right. Why then, do we feel the urgency which is overruling the correct way of facilitating the change? Where do you think this falling back to old routines is coming from?
Adopting the right leadership behaviour is difficult, it takes time until it becomes second nature. Urgencies trigger a relapse to these behaviours which we know are creating dissatisfaction, irritation and frustration. We need a practice field for the leadership qualities we want to strengthen until they become our second nature. My suggestion, use the conversation around hybrid workplace for this! Take out the urgency, we have been working for almost two years in a sub-optimal environment. Let's go slowly back; any mix in hybrid working is better than what we had before (during and before the pandemic).
At Hive17 Consulting we offer a simple framework for leadership qualities that support success in your transformation. And we help to adopt them until they are second nature. This will help you to reach your results faster and to create more value for the people in the ecosystem. Let's get started!
Source: State of remote work 2021, Owl Labs
Many people say that the pandemic brought a lot of change. Though, when looking at 2010s, we talked a lot about digitalisation, working from home, e-commerce, VUCA, new digital currencies, psychological safety, and many more topics. Some people argue that we are not introducing new topics, though the transformations are happening a lot faster due to a new urgency and necessity.
Here is where agility comes into play. Is it sufficient to simply run faster? This typically doesn't last long because things break and the quality suffers. We want to speed up in a smart way to create lasting success in times of transformations. And one important element here is creating value to our customers.
At Hive17 Consulting we have been evolving our four pillars for lasting success since the year 2014. We identified, validated, enhanced, applied four topics that we found helps teams to speed up by creating value:
In collaboration with Tigerhall, we have created this trail of podcasts that introduce these four pillars based on case studies and the underlying principles. This first episode is giving an overview to start of. Listen to this short introduction and enjoy how the four elements fit together.
Which of the four pillars do you experience as the biggest barrier in your organisation?
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?
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)
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.
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.
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.
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.
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
Did you know that about 26% of the change initiatives are failing? Most probably you did. And this statistic is quite sobering. And you might very well be deep in a transformative initiative and things take too long, and the impacted people are not sharing the same enthusiasm as you. Yes, this is normal.
The good news is, there are clear ways how to improve your odds to over 70%! How? With a clear and structured change management practice in your organisation. Key success factors are:
Curious to learn more about a structured and hands-on approach to change management? We have launched a program for Certified Associates in Change Management.
Hive17 Consulting is excited to announce the partnership between CPC Consulting and TUV Rheinland to bring a new change management certification to Singapore and Southeast Asia. These two partners have been offering the programs in Germany and China and now decided to expand their regional reach.
Change is a constant in today's times - we are all on journeys to capture new markets and innovating our value proposition to our customers. How successful are your transformation initiatives? Do you have the feeling that the adoption takes too much time? What is your recipe against low motivation and high resistance?
The certification program designed by CPC Consulting is successfully combining a broad view across different methodologies and distilling these into their own clearly structured and hands-on approach. Hive17 Consulting is endorsing the CPC methodology not only based on its simplicity; we also support the hybrid learning path: the program is structured in three tiers, as a combination of asynchronous online learning and synchronous classroom workshops.
What do you think about these programs? Who in your organisation network might be interested as well? Please spread out the exciting news to interested friends.
About three years ago, I started to run design thinking workshops and brought the topic closer to people in various companies and functions. As a change management practitioner, I immediately realised the attraction and the synergies between the two stream of thoughts.
Let's look at two of the traditional barriers to innovation and leadership: lack of speed in decision-making and lack of creativity. Both barriers are behavioural. While these are typical barriers to innovation, they are also holding up most change initiatives. And design thinking is a method to address both barriers in simple ways.
Speed - in design thinking we encourage to try things out; the focus is on learning by making mistakes. When we present prototypes early to the customer, we get early feedback on how we can get closer to create value for them. This early feedback facilitates decision-making. Design thinking also promotes to spend a significant amount on identifying the right problem; and still, this time is well invested and allows the team to create the right value for customers in a short period of time.
Creativity - here, design thinking brings many activities that allow people to use their inert creativity. The immersion into the customer's environment creates exposure to gain and pain points that trigger inspiration and critical thinking. During all my workshops we are spending time to prototype - to make the solution ideas tangible. With this activity, we are activating the creative brain and further facilitates the discover of new ideas and solutions. And finally, when we converge and digest the information by using gallery walks and journey maps, we extract the essence of the challenge which triggers further inspiration.
In addition to these two barriers, here are four points how I see design thinking is supporting your change initiatives:
How did you adopt design thinking for your change project?
Source: Why Design Thinking Works, Harvard Business Review, October 2018
At Hive17 Consulting we took our experience and evolved a model that identifies key ingredients that make teams successful in an environment that is ever-changing and complex - in short chaotic. We call these the four pillars of the wheel of antifragility: purpose, customer value, experimentation and relationships.
Each of these include important goals that support success. Though these goals can be contradicting; for example, if the team members have a singular focus on pleasing the customers, then the team spirit might be jeopardised. There is no set of actions that simply improve all four goals at the same time. Therefore, it is important to advance the four pillars in a balanced way. For example, focus on creating value for the customers based on strong team bonds.
While the pillars are based on solid research, our model is created through empiric knowledge. And, we continuously benchmark it to other concepts, thoughts and research, to make sure we are on the right track and further evolve our practice. The other day, I was reading this article "So What is Agile Really About?", in my eyes a great summary of the key principles for agility (which are in itself based on continuous innovation). Here are these 7 principles and how I see them supporting antifragility.
Where do you see the key elements of an agile organisation? What have you observed that makes teams successful in an uncertain and complex environment?
Source: So What is Agile Really About?, Barry Overeem, Scrum.org
We all heard about it - Agile Transformation! I have seen the term used in two situations. Either the organisation wants to introduce Agile Development and that is indeed a major transformation. Or, the organisation wants to drive change (innovation, market expansion, increased competition, etc.) and they decided to become more agile. I suggest to converge to the latter.
So, how can a change management approach bring more agility in leadership, to the teams and to the success of your operations? Here are a few pointers from my practice, inspired as well from two articles linked below.
Mentioned many times, the North Star is key to make people excited about the change to come, gives them meaning. And it is also the anchor and the imagination for what we want to achieve. Without this, agility turns into chaos.
The people in the frontlines have access to the best knowledge and information on how to bring success with change. Delegating control to the people that can run the show, makes the teams nimble and they can act faster. People on the top might - often involuntary - act as bottlenecks.
Facilitating lasting success means, these teams need to be self-sufficient and self-organising. The team needs the right environment and the right skills to get there. And, for sure, they need to be aware that they are acting in a larger ecosystem, all striving for the same north star.
Achieving the north start mostly includes creating value for our customers. The teams should create structured routines that allow them to discover a clear view on how this value looks like and what the customers appreciate most.
At the core of each team is learning - this bring the individual, the team and the entire ecosystem forward. Experimentation enables continuous learning; and the leaders facilitate and contribute in this journey.
Planning for the next 12 to 18 months often leads to situation where a team is stuck in their course and unable to take the necessary changes to adapt to a new environment. Therefore, I suggest to create an imagination of the future state and of the path to get there. This provides direction and keeps the flexibility. Based on this, the team can plan what they want to achieve and learn now - typically in a horizon of three months.
Lastely, the agile teams work best in an environment that cultivates meaning and trust; as leaders we can create a platform for success and this requires a place where we can have open conversations, feel safe and find our work fulfilling.
In my eyes, agility is not about processes and organisational structures. Change management practices have shown how we can engage with a new leadership style that is universal on all levels of the organisation; a style that is inspiring and enabling people to be successful. This is how we can stay adaptive, nimble and jump ahead to new opportunities.
Where do you see the the link between change management and agility? How do you put these into practice?
An Agile Approach to Change Management, Harvard Business Review
Unleashing the power of small, independent teams, McKinsey Quarterly
Since about a decade, we talked about a business environment that is constantly changing, complex and exposing our company to disruption. The year 2020 showed us, how real this can be for any business and for our entire life. Over the last five years, I have developed a framework which I think allows us, our teams, and our company to create a platform for lasting success. A conversation yesterday motivated me to share this here again.
The volatile business environment we are in, requires an important revelation: if we continue doing the same thing, we will be getting the same results. So, we need to try new things. Then, the main question is: who should define these experiments? Who should be in control of bringing our business forward? As a change management practitioner, I suggest two dimensions which are highly important to our leadership.
Direction - How often do we define a new strategy and after some time realise that our business is still running in the same way? In my experience, the bottleneck is not the understanding of what the strategy is; rather, there is a lack of understanding and persistence on how this new strategy is impacting everybody's daily work. Here we need alignment and transparency to define and implement the collective dream.
Acceleration - In a next step, there are more barriers for success: who is coming up with the crazy ideas? Only big bets will make us move forward over time. And, implementing big bets seems to be a daunting endeavour like climbing the Mount Everest. Here we need experimentation, focus, safe working environment, cross-silo collaboration, etc in order to innovate and to excel.
How are you able to trigger the change in your company culture to achieve this platform for lasting success? Please reach out to me to exchange thoughts.
For the people that know me, I like to promote the concept of People Excellence - driving operational excellence through our people.
This recent article in the Bangkok Post by Arinya Talerngsri also emphasises the people in the transformation work. We are in an age where many thought leaders are talking about how we can robotise our workforce and create fantastic efficiencies. Arinya shares my conviction that lasting success will come by cultivating a workforce of engaged critical thinkers.
Here my key points I took out of this article:
This article also shows that we have great thought leaders in Southeast Asia. Based on the cultural backgrounds within this diverse region, we are able to build on a strong habits that focus on building relationships and putting people at the centre. This is a fantastic opportunity - also for the rest of the world.
What is your story in shifting your focus from technology to people?
Source: Driving digital transformation through people transformation
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Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.