Happy holidays from Lloyd Parry Adaptive Business Consulting. We've had a fantastic year and some of the highlights have included presenting at the Business Agility Conference in Vienna and Agile Prague, attending the 1st Learning Lean Summit in Chester, and serving as a head judge at the UK Business Awards.
It’s taken a while but medium to large organisations have finally come to realise they need to change to compete and survive in a marketplace filled with small, more nimble competitors.
However, it's become apparent to me that many change programs hit a wall when it comes to implementation. They have the best of intentions but lack some key competencies.
During a transformation, a manager continues running their department as per usual. They have typical departmental challenges and workloads, but the managers are often tasked with implementing the new change program in addition to their daily workload. While clamouring to get their job done and respond to the challenges of the change program, managers get overburdened and frustrated.
Managers are often tasked with implementing the
new change program in addition to their daily workload.
When it all starts to fall apart, they reach out in desperation for a quick fix and the trap is sprung. Why? Because there are no quick fixes when it comes to implementing a change program. However, they try anyway and set in motion a downward spiral that many fail to recover from.
Let’s take a closer look at what happens to the program during the death spiral:
Those beleaguered managers get frustrated because they’re being asked to do a job they are not qualified to do. Managing change requires a skillset many managers just do not possess. So, investing in management and leadership competency is the simple countermeasure.
Most change programs fail when the complexity exceeds the competency of the managers. That's why they choose quick fixes instead. Ultimately, if and when the change initiative fails, the program gets blamed.
The Lloyd Parry Adaptive Business Approach
As part of our change competency plan, we actively build change-skills development into our program and create changemakers that can deploy effectively. These changemakers become internal revolutionaries who see the organisation as it is and where it needs to be, thereby gaining the courage necessary to speak truth to power.
Providing a realistic picture of change issues is not finger-pointing. What we teach them is that they need to cut through the culture and find clarity about where the real issues are that are killing the organisation.
Creating changemakers includes education and hands-on training on how to manage change, how to manage the politics of change and how to manage the range of emotions that arise from them and others in the organisation.
In truth, these changemakers turn everyone in the organisation into agents of local change. Changing the business is an ongoing process. Change is a state of mind not a project plan. Once an organisation understands this and develops changemakers, change will come more easily.
I discuss more about this topic in an Agile Amped podcast. Click here to listen.
If you would like to have a 1-to-1 call for some advice on creating change makers in your organisation, please get in touch.
It is easy to point out that changing technologies, revised business models and increased competition demand an adaptive response from businesses in order to survive. It is quite another thing to recognise what an adaptive organisation looks like in practice.
Many large organisations employ full-time change management personnel, and it is these professionals to whom Introduction to Adaptive Business Practices is primarily aimed. Read the following excerpt or download the eBook in its entirety to learn more about the importance of having an adaptive culture.
"It is worth casting our minds back to how our parent’s and grandparent’s generation did business to get an idea of how much things have changed and how quickly technology moves on. Communication technology, automation and increasingly powerful computing, have all had a massive impact on the way businesses operate across all sectors. Changing career expectations and work patterns have also had an effect.
When I was writing this blog, one of my favourite songs from the 90s, and even still, came up on my playlist – The Future of the Future by Deep Dish, featuring Everything but the Girl. I am not sure if the lyrics
about unrequited love have much to do with rapidly changing technology and keeping pace with it, but they made me think even harder about the disruptive times we live in and how organisations can cope.
Our new eBook, Change Readiness: Planting the Seeds for Change Success, is out and available to help you through your change programme. We'll be publishing one chapter each month in our blog. This will be followed by a webinar to discuss issues raised by that section.
While there is little clarity on what the trading arrangements between the UK and the EU will be after the
withdrawal, there is some pretty straightforward advice on intellectual property and .eu domains. This is of particular importance to Lloyd Parry, as we have numerous "Community" EU trademarks and a never-ending list of .eu's.
We thought we would share some resources that we have found helpful in these two areas and in general. Just click on the blue headings. If you have any as a UK business offering services into the EU, please add them in the comments section below or contact us directly and we will update the list.
As I was attempting to categorise some of my previous tweets to share with a team to whom I was delivering a management workshop, one category, one of the many loose ones, that surfaced was philosophical. And, I couldn't resist sharing this story.
When thinking about your transformation program, particularly when using Lean and A3 Structured Thinking, here are some of my past tweets that will give you some food for thought.
A few years back, when we were working with a UK police force and their ICT Operations Manager, Rupert Coles, on a transformation project, we put some of the IT team in police cruisers with officers for ride-a-longs. In one instance, an IT person was able to witness first hand how a communications failure turned a minor neighbourhood incident into a major tie-up of police resources.