Learning Objectives – Day 1: • Putting OD into context – personal, practical and professional • Understanding the changing nature of the working world • Consider the nature of change and dynamics we are witnessing • The changing context of the organisation and the impact • Use key tools and frameworks to help frame the discussion
Let’s start the ball rolling … • If you could change 1 thing about your organisation – what/why/how ? • If you could change 1 thing in your department or team – what/why/how ? • If you could change 1 thing about you as an individual – what/why/how ?
Source: aglink.org/Simon Sinek, Inc.
Think Human
OD … The personal piece Source: HR Magazine
OD … as a Practice
OD … As an Organisational Outcome
Organisation Design Organisation Development
How do we affect change through learning? Source: Sutori.com
The Changing World
https://www.youtube.com/watch?v=d6oXfMilLe8
Mega Trends
Workplace Impact Innovation, automation & new job creation Futurist Thomas Frey cites that every 10 years 65% of jobs in the workplace have not as yet been invented - and by 2030 over 2 billion jobs we do today, will disappear Source: Thomas Frey - DaVinci Institute Women in the Workplace A New Flexible, Contingent Workforce 870 million women who have not previously 83% of Execs plan to increase use of non-payroll, participated in the mainstream economy will gain contingent or consultant workers in the next 3 years. employment or start their own business by 2020! There are more than 30 million registered flexible workers registered on Freelancer and Upwork - Source: Intui2020 Report combined making the world's largest workforce! Source: HCI Workforce 2020 Report Advance of Millenials & Generation Z The Rise of Remote Working By 2020 Generation Z (those born after 1995) will More than half of the global workforce will be working account for 26% of the global workforce and 40% remotely by 2020. By the end of 2016, 23% of the global of all Consumers. Millenials will make up half of all workforce is estimated to be working remotely some of global workers by 2020 and by 2025 will account the time - and 82% of remote workers who do so sited for 75%! lower stress levels and better personal health as a result! Sources: CMO and In Context / Deloitte Workforce blog Employees are overwhelmed The Aging population More than 33% of Executives noted the impact technology, The number of "super aged" countries where more than one in information overload and 24/7 working among their top 5 five of the population is 65 or older - will more than quadruple by workforce concerns. 2020 - an unprecedented pace of change Source: Deloitte Overwhelmed Employee report Source: Financial Times
We are living in a VUCA World
How can we define our purpose and plan?
So what kinds of organisations do we see now and next?
EXERCISE: 5 Types of Organisations As a group or in pairs discuss: • The positives and negatives of each model • Identify examples for each if possible • Which are the most common? • Which have potential? • What are the critical success factors?
https://www.youtube.com/watch?v=HPedKi-5k6o&list=PLpSCezFN3wPd3r6U1pp7ICcIGStnvKAFI&index=3
Changes to Business Models From : To: Top-down, hierarchical Emergent , experimental, purpose-led Financial performance Flexible, on-demand, lifestyle workers Sequential thinking, processes Leveraged utilities, communal sharing Internal R&D / Policy making Autonomous, socialised net-working Strategic planning and risk aversion Transformative purpose Hard-wired workforce Experimentation, iteration, creativity Assets and ownership Community, crowd, innovation as usual
Emerging Organisational Models Consider the movement: • Control to Flexible • Fixed to Fluid • Cascade to Community • Output to Outcome • Revolving to Evolving • Top Down to Teams Use TRUST: • T = Trust your people • R = Reward results • U = Understand the business • S = Start at the top • T = Treat people as individuals
Source: Initio/Holocracy.org
• EXERCISE: • Which of these are we seeing now? • Which of these are emerging? • Which have potential? Source: Jacob Morgan
The Changing Dynamics of Organisations
The way we work …is changing … https://www.youtube.com/watch?v=qVkAGTJq_-Q
The Changing Demographic Trend Implications Increased competition and pace of Keeping ahead demands the best people innovation Influence of technology Technology needs brainpower (IQ but also EQ?) Flatter, leaner organisations Slower promotion so people look elsewhere to move up More mergers, acquisitions and Loyalty to a single organisation outsourcing continues to fade Shrinking 25-45 year old demographics Smaller talent pool from which to select and many senior leaders approaching retirement Changing attitudes of people towards People are more demanding of an work organisation to provide meaning, challenge and flexibility
The Classic Change Curve: Provides a useful way of framing human response to change but it very much depends on: • Context of the change • Commitment to the change • Capability to change • Capacity to change
The Diffusion of Innovation Curve The context of the change is key to understanding the human response Source: E. Rogers - 1962
The S Curve – Evolutionary Change The S Curve Principle: Organisations evolve and grow, but they reach a pinnacle and then they re-assess, reinvest or decline. They have an opportunity to change their future when they optimise to create new options. This is when some organisations opt to pivot or re-invent. Source: ResearchGate
Spectrum Response Change as s a Full ll Sp What’s your Commitment? Underlying Causes Systemic Causes Immediate Causes Change is complex and at different levels. The project The ripple effect illustrated shows how a system thinking approach and appreciating the complex The system connections helps us frame the right response. Personal Leadership Who are the stakeholders? What’s the pressing problem? How do we enrol them? What’s the project plan? Source: Dr Monica Sharma, United Nations
The way we work …Agile
The Move from Old to the New
How we work … Networks
NHS System Leadership : • Holistic thinking • Inter-relational • Innovative • Adaptive • Individual impact • Learning mindset Source: East Mids Leadership Academy
EXERCISE: Spotting the Trends
Your Task: Work as a small team to create thought framework by: • Consider key themes that are impacting the Public Sector • Are these internal or external ? • Why are they happening and what are the outcomes ? • Use the model below to put your thoughts into context • Present back your findings to the group • WARNING : This is not a competition – its collaborative
The Exercise format - De Bono’s 6 Hats
Future Focus : A useful way to identify and test potential strategies through changing context
Preparation for Day 2: Consider the following model Which one are you? Do you have more than one? How might this impact exercises?
What 1 thing resonated most? What 2 risks do you identify? What 3 opportunities do you see?
A little recap … What have we discussed? What has resonated?
Learning Objectives – Day 2: • Discuss key change models and their context • Understand how we can measure OD and outcomes • Consider how Talent can be a change agent and catalyst • Put learning into practice
So which change models to consider ….?
The Classic Change Models Lewin & Kotter
Beer & Nohria – E & O Theory Theory E = • create economic value • perceived as shareholder value • focus on formal structure/systems • Driven from the top down • Extensive use of consultants and incentives • Change = planned and programmatic Theory O = • create the human ability to implement strategy • Learn about changes from actions taken • Focus on developing a high commitment culture • High involvement to minimise consultants • Change is emergent rather than planned
Talent as a Change Catalyst
EXERCISE: What is Talent …?
What is … It is the following: • Organisationally specific – one size does not fit all • Highly influence by the industry sector and the nature of its work • It is dynamic – likely to change over time according to organisational priorities CIPD Talent Management 2007 It is therefore a force for the future and for change
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