"Instead of forcing change, create an environment where change can happen"
What is the difference between Efficient and Effective?
This is a very illustrative video that shows how difficult it is to shoot for short-term efficiency. In my eyes, effectiveness means I am creating a platform that enables to deliver excellent results in a sustainable way - again and again.
How do you create this platform of excellence?
> agree on a purpose, an ambition, common results
> provide autonomy on how to reach these results
> engage in frequent conversations and enable a smooth journey
> join them in their quest, support as a participant
How do you see this happening in your work?
FranklinCovey: the Win-win Agreement
This is where diversity meets innovation. Do you want to through the ball very far? Then you will get more crazy ideas when you connect with people that are different from you: different departments, different regions, and why not with your customers and suppliers?
Diversity for me means to absorb insights and opinions from any person you interact with; irrespective from their gender, race, education, hair colour, social status, etc. This is the start of deep learning.
Today, in our production facilities in Thailand we started to discuss how we can execute ideas to improve productivity in a different way: achieve results in a faster way while keeping the big picture in mind.
The excellent outcome of today's workshop was the definition of Focus Topics. We took the solution ideas we created during a Design Thinking workshop in August and modularised them into smaller chunks that can be implemented as minimal viable products. The teams have now selected the first Focus Topic which will be implemented in the next three months. The graphic below vitally supported the understanding of this concept - visualisation is such an important aspect in discovery.
The objective of this approach is not only to create tangible results fast; we also aiming to cultivate agility and a new mindset. Looking forward to see the results soon.
“This is what transformation is about: Giving people a purpose, connecting them to the right people across different silos, and engage them, motivate them and make it fun.”
For our third podcast episode of #LostInTransformation, we sat down with Tim Wieringa, internal consultant for innovation and collaboration at Huntsman. What are the 3 most important challenges when managing change? And how long does it take to change people’s mindsets and routines? Tim opens up about facilitating a move from Command & Control towards Facilitate & Guide, shares his tips on introducing new behaviors in companies, and talks about the role of culture and trust in reaching business goals. Tune in now to find out more:
How can you stay positive every day? For me it is about getting energy from within:
* know and live your values
* be mindful
* stay fit.
Starting a sunny Friday after an early morning gym session...
How do you stay positive?
As a change management professional you sometimes get asked about gamification. A question that is... interesting. When people talk about gamification, they often mean badges, leaderboards, levels... Then I ask myself, what keeps me in the game (for me, mainly sports)? Beating my personal record. That's it; not the medals, not the competitors, not the cheering crowd.
I think this is very much what mastery is about; we want to become better and better in a certain subject matter.
If we want to sustainably transform people, one important aspect in my eyes is to understand how people are motivated from within. Let the people define their own KPIs; allow them to identify an area where they want to become a master. And they will define the change and they will push it forward.
What are your experiences?
Pull intrinsic transformation! Instead of pushing change to people.
This week, me and my colleague had a very insightful conversation about how to lead people through change. The question is, how can we prepare people for upcoming change.
Can we really get people ready for change? Or will they always fear it?
I suggest a different path of thought. Let the people discover and design their own transformation journey. Create motivation and excitement for a new strategy and then allow them to run towards these goals. As a leader you might only focus on removing the barriers.
In this sense, I believe that true success can be reached by creating a meaningful purpose, facilitating cross-silo collaboration and cultivating a willingness to experiment.
Where do you see the leading indicators for success?
While supporting large corporate organisation, I often hear that we need more entrepreneurship. What makes entrepreneurs so special and different?
as start-up there is no other way than to deep-dive into the needs and insights from your customers; in the corporate world, there is a huge lack of this mindset; and it starts with identifying, who is my customer
2) taking risks
no risk, no reward; following the beaten path, the safe path is the quickest way to failure as an entrepreneur; most larger organisations stop to experiment and create a culture that builds on fail-safe results
people start their own, successful business based on a strong belief, a product or solution they are passionate about; corporate leaders often fail to create a purpose the people in the organisation care about
how will you cultivate entrepreneurship in your organisation?
When looking at the key drivers for innovation in general, we identified three main elements to focus on:
* Value creation: create a good understanding of the needs and insights of our customers and then focus on delivering value to the customers
* Taking risk: create an environment where people are encouraged to experiment and instil entrepreneurship
* Leadership: guide people with purpose and be mindful to be a role model in the journey to create an innovation culture
Other elements that have highly scored as well are setting the right targets, focus on speed, learn from diversity and facilitate collaboration across silos.
Where do you see the key drivers for innovation?
First we created a good understanding of the needs and insights, which helped to explore a wide range of ideas. Then the teams crafted prototypes and presented their pitches.
All these activities will greatly impact manufacturing excellence; and we can already see the positive impact we made on the people; triggering mindset shifts and better work relationships:
"We were able to bring issues on the table with a smile and positive energy; this was never possible before."
"Imagine your phone is in your ear. And you can make the screen fold open in front of your eyes and then we call each other, see each other. And I can share photos with you as well..."
What a brilliant idea! Who's intelligent mind is behind that? My six-and-a-half year old daughter.
This is a great reminder that creativity is where we don't expect it and hidden in all of us. We need to focus on letting it come out.
That's the mindset we will need for the upcoming Innovation Hack Days in Bangkok this week.
Yesterday I had lunch with a friend and we shared our recent stories, pondered about being great leaders, argued about how to coach people.
And in the middle of the conversation we agreed what it means to be successful (not that this is the holy grail):
Be Yourself Every Day!
Sounds simple and it is so difficult. Who I am? What are my values? What distracts me to follow my values? How do I feel today? Oh, I will try tomorrow...
Give it a try now: for the next hour, be yourself...
How does it feel?
IMD Alumni invited us to a speech by Diana Wu David sharing her experiences and thoughts about how we can make ourselves Future Proof! Globalisation, Automation, Longevity all creating the need to look differently at the 'world of work'.
The future will bring lifelong learning, demands flexibility and soft skills, and requires us to be enabled by technology.
How can we get there? And her thoughts really resonate with my experiences and believes:
These behaviours and routines will lead to creating a more satisfying life for us as leaders and family members.
The still open question is: how do we convert our top leaders to stop looking at the past (lagging indicators) and start embracing the future. Any thoughts from your side?
And that's when I find myself working in a coworking space in Taipei city. What is my experience? Yes, tech today is enabling this... More important, I feel a surge of new energy and focus on my work tasks. The change in scene helps to keep distractions low (that's a surprise) and discipline on the defined tasks high.
In the context of people excellence this is an example to let people choose where and when to work - autonomy is a great driver for motivation. For sure the purpose and objectives need to be clear. We learn every day...
Oh, and yes, it helps to pay a bit of money to get a professional workplace - for me, it doesn't work well in a coffee place.
Who are the most efficient messengers for your change initiative? Is it the communications department sending out newsletters and distributing posters? Is it the HR team conducting training sessions? Or is it the group of advocates which are excited about the new things to come?
In my experience it is none of the above. Instead, the best result is achieved by focusing on the following two messengers
Senior Leadership Team - highlighting the strategic reasoning and implication of the new initiative. Provide a purpose that excites the people. And, living the change themselves.
Direct Supervisor - creating clarity what the initiative means for each individual and link it to personal values. Provide the operational impact of the new routines. And, living the change themselves.
Quick share on communication... who are the key messengers to get the purpose and mission across?
A) the CxO level to create excitement for the strategic messages
B) the direct supervisor to build deeper understanding what the strategy means for our daily operations
Let's focus on these two messengers and it is a great start to get closer to our employees.
It is always exciting to start something new. This week in Thailand, we launched an Innovation Program to drive Operational Excellence for the production site here.
Inception of a new way of thinking: accelerating results with focus and structure. We defined six opportunity areas which we will work on over the next 12 months.
What I have learned? Build on existing activities and explain based on examples - keep this in mind.
This week, I spend one and a half days with the diverse BPO team in Singapore. We discussed how to lead with positivity, define meaningful and actionable objectives and tried ourselves in creative solution finding.
What did I learn? Yes, people like crazy ideas and they are important as inspiration to start things in a new way.
“If we keep doing the same thing,
we keep getting the same results.
In order to grow, we all need to start
doing things differently!”
Last week we have reflected on the innovation program for our R&D team in China.
a) a structure to regularly interact, be creative and execute these ideas is leading to success
b) we need to focus on two type of innovation: one driven by market needs; another driven by cutting-edge technology
c) we need to cross more silos; engaging with more people in other functions, other regions, etc.
Thank you very much for your continued support!
It is Friday and in today's "Quick Share" I am pondering about how close change management and knowledge management are.
A long time ago I was very deep into Knowledge Management; and one key topic was making communities (of practice) successful.
When you are doing this, you realise that you need a lot of change management expertise; that is why I evolved into a change management professional.
Today, I am driving innovation, new mindsets, nudging new cultures - guess how - with communities. This is a very interesting reflection.
Why communities? Because they bring people closer, build relationships, facilitate to have common grounds, etc.
Where do you bring people together to work together outside of their daily job?
Today's 'Quick Share' is about Objectives & Key Results (OKRs). Many heard about them, many use them - totally independent of region or industry. So, I am not going to explain how this works...
Here are three reasons, why I advocate them:
1 - pushing people to think about what they want to achieve in three months makes these results pretty concrete; plus, it creates more dynamic (or agility?)
2 - leaders get the opportunity to provide autonomy to a team and let them define their own goals together; under the leaders guidance
3 - in the end, the success is not done with defining the OKRs; they success comes in the weeks and months achieving results; this happens via frequent conversations; conversations about prioritisation, actions, collaboration
What do you learn from implementing OKRs?
It is 'Quick Share' time and let's look at People Excellence. I spoke about this topic last week and I received a great amount of confirmation for this.
For the last 150 years we keep automating - farming, then manufacturing and now services. This created a mindset that we can control people. In recent years, neuroscience showed people work better when we give them more freedom; with less control we achieve more.
I think we need to focus more on the humans around us:
1. Engage in conversations and get out from behind the screens
2. Let's care about the things we are doing
3. Create a drive in people with purpose, autonomy and mastery
How to speed up your company? Take the difficult path and go down to the human side of business.
The easy path of command and control will very soon slow down your organisation
I call the People Excellence...
Day 1 - Great networking and discussions today with peers in operational excellence. My first impressions:
- Focus automation on areas with minimal viable products; and don't forget to clean-up your waste first
- Operational excellence is bottom-up and top-down at the same time
- Start your transformation journey with the 'why'; and then experiment in high speed to create tangible results
- Yes, you can have a global IT organisation with only three hierarchical levels - implementing self-organising teams
- Who owns the customer journey in the company? Ideally the Operational Excellence unit; it is a cross-functional topic
Day 2 - Excited about the feedback I have received for my presentation about People Excellence; people are not machines and we thrive with freedom and passion.
Though the day continued to be exciting with many insights; here is what I got out of it:
- Operational Excellence is not a nice to have - it is about surviving in the market
- Rule-based activities can be automated with a bot; a great opportunity to up-skill people and engage them in more meaningful activities
- Employee Experience is a broad journey with social, physical and technical aspects; and requires a wide set of methods
- Drive agility by moving the focus (30%) from big ticket improvements to small Kaisen improvements
- Create an environment that allows and pushes experimentation; this is one of the foundation for transformation initiatives
- Ownership and curiosity easily compensates for the lack of expertise
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.