APM conference on 7th November, 2013. Alex Swarbrick, Roffey Park Institute, Neil Ennis, The Post Office, and John Wardle, KCOM Group

1. Welcome to
“Change – the
imperatives for
success”
7th November 2013

2. Agenda
6.00pm Introduction Martin Taylor, Director, WeDeliverChange
6.05pm Welcome Andrew Bragg, Chief Executive, APM
6.15pm Alex Swarbrick, Senior Consultant, Roffey Park Institute
6.55pm Neil Ennis, Network Transformation Director, The Post Office
7.35pm John Wardle, Head of Engineering Operations, KCOM Group
8.15pm Close

3. Andrew Bragg
Chief Executive
Association for Project Management

4. Leadership of change
Alex Swarbrick
Roffey Park Institute

5. Introducing Roffey Park
67 years at the forefront of Leadership and Management Development
Organisational Development
Personal Effectiveness
Human Resources

6. Introducing Roffey Park

7. Biggest issues and challenges
Doing more with less
60%
Managing change
54%
Staff morale
53%
Managing workloads
Reduced revenue or budget
The economic climate
(The Management Agenda 2013. Roffey Park Institute)
51%
43%
41%

8. How much does your
organisation need to change?
Not at all
1%
Radically
6%
Not very much
17%
A fair amount
45%
(The Management Agenda 2013. Roffey Park Institute)
A great deal
31%

9. Strategies to address the
challenges?
Leadership development
55%
Efficiency savings
51%
Implementing new technology
45%
Improving employee engagement
42%
Talent management
41%
Breaking into new markets
31%
Focusing on innovation
31%
Public/private partnerships
(The Management Agenda 2013. Roffey Park Institute)
20%

10. 3 key questions
1. Finish the sentence… “Organisations are a bit like….”
2. Who likes change?
– What about change do you like?
3. Of those who didn‟t put up their hands…
– Think of a change you haven‟t liked; what was that about?

11. One view of organisations
Objectives
Vision
Goals
Actions
Plans
Results

12. What do you see?

13. What do you see?

14. 3 key questions
1. Finish the sentence… “Organisations are a bit like….”
2. Who likes change?
– What about change do you like?
3. Of those who didn‟t put up their hands…
– Think of a change you haven‟t liked; what was that about?

15. Understanding human
experience of change
Energy more internally focused
Shock
Energy more externally focused
Turbulent
time
- losing focus
Discovery
and learning
self
Blame
euphoria
coping
pining
Feelings of
satisfaction
Resistance
Denial
Numbness,
daze
others
Integration
and new
meaning
minimising
Holding On
Fighting Disintegration
Feelings of
panic, dread,
helplessness
apathy, ange
r, depression
Letting go
Testing /
experimenting
Feelings of
optimism, hope, and
renewed energy
Moving on
Reintegration
Time

16. What helps?
Good leadership
 Shared purpose
– Vision, purpose, benefits to all
involved, throughout
 Visible backing from the top
– Demonstrated wholehearted
belief in the change by senior
leadership
 Stakeholder engagement
– It must be owned by the people
it concerns. „Done with‟, not
„done to‟.
 Meaningful measurement
– Convincing evidence linked to
the vision and intended
outcomes

17. What helps?
Good leadership

18. Leadership and the human
experience of change
Energy more internally focused
Shock
- losing
focus
euphoria
coping
pining
Turbulent
time
minimising
Holding On
Disintegration
Discovery
and learning
self
Blame
others
Resistance
Denial
Numbness,
daze
Energy more externally focused
Feelings of
panic, dread, h
elplessness, a
pathy, anger, d
epression
Testing /
experimenting
Letting go
Integration
and new
meaning
Feelings of
optimism, hope, and
renewed energy
Feelings of
satisfaction
Moving on
Reintegration
Leadership responsibilities at each stage
Minimise shock
Be patient
Give full and early
communication of
intentions, possibili
ties and overall
direction
Discuss
implications of
change with
individuals
Notice and pay
attention to
people‟s small
signals
Listen, empathise,
offer support
Allow expression of
difficult views and
emotions.
Help individuals
weather the storm.
Recognise
baggage
Don‟t take things
personally
Help others
complete e.g.
rituals
Allow others to
take
responsibility
Encourage
Create goals
Coach
Encourage
risk taking
Exchange
feedback
Set up
development
opportunities
Discuss
meaning and
learning
Reflection
Overview of
experience
Celebrate
success
Prepare
to
move
on

19. Q&A

20. The Post Office
is changing
Neil Ennis
Network Transformation Director
November 2013
All statistics correct as of November 2013

21. 1. Why the Post Office needs to change
- Key drivers
• Customers want us to be open when they require a
service
• Customers don’t want to queue
• Open plan counters for clients and customers
• Products relevant to our customers
• Post Office needs to be a footfall driver for Agents
• Retain and grow our customer base
• Sustain the Post Offices Network across the UK

22. 1. Why the Post Office needs to change
- Strategy for Growth
•
•
•
•
•
•
Number One Mails retailer in the UK
Fastest Growing Financial Services Provider in the UK
Number One at Travel Money in the UK
Largest independent Travel Insurer in the UK
£17bn invested – the nation trusts us with its savings
Making life easier for customers to connect with
government
• Sixth largest telephony provider in the UK

23. 1. Why the Post Office needs to change
- To Grow we need a Modern Network
• The Post Office is proud of its Past and is modernising
for the future
• No more closures!
• Every Community that has a Post Office service will
retain that service
• Our new Local and Main models will continue to serve
our customers well into the future
• We have to change the way we work – everybody loves
The Post Office but we need to change
• Continue as the largest retail network in UK with 11,800
branches

24. 1. Key Post Office Change statistics
New Branches
We now have over 1,200 new style branches across UK.
New Contracts
Over 2,000 branches have now signed up to
convert to new models.
Seconds
Average waiting time in
local branches is 46
seconds and 1 minute 13
seconds in main
branches.
Satisfied operators
Operator satisfaction is also very high, with YTD figures
showing a 90% satisfaction with the new model
branches.
Satisfied customers
Customers are continuing to demonstrate
high levels of satisfaction with the new style
branches. With average satisfaction levels
across both mains and locals at 95%

25. 1. Why the Post Office needs to change
- Sowerby Bridge Post Office, Yorkshire
BEFOR
E
AFTER

26. 2. Change culture in the Post Office
- Growing Appetite for Change
• 30 years ago we had a monopoly in Mails, Pensions & Benefits
• 20 years ago – still had almost all Pension payments and Mails
• 10 years ago – much reduced Pensions income, Financial services
growing, Mails competition strengthens
• Now– standalone business separate from Royal Mail
• Appetite for change strategically very high – Board Support
• Biggest transformation ever in the Post Office
• Network, IT Transformation, People, Product growth (£1.34bn)
• Changing with customers habits e.g. Foreign Currency, click and
collect

27. 3. Resistance to change in the Post Office
- How are we taking our People with us?
• Stakeholder engagement – explain the value of the change and why
we need to do it and what it means for communities across the UK
(Our Shareholder, Local MPs, Local Authorities, Community Groups,
Customers)
• New Board – relevant Post Office and private sector experience
• Our Agents – sustainability of their whole business and help from The
Post Office to grow with new products and investment
• All of our People – convincing them that The Post Office is a great
place to work and has a positive future
• Programme and Project Staff - opportunity to develop hands on
project skills and deliver major change against challenging
timescales

28. 3. Resistance to change in the Post Office
- Newport Pagnell opening event! (1/1200)

29. 4. Lessons Learnt as the Post Office
implement major change
• The Post Office cannot stand still we have to modernise as the world
around us changes – not optional!
• Our Portfolio of programmes are now focused on delivering our
growth strategy – no exceptions – 5 year plan
• We have to take our people and our Agents on the change Journey
• Clarity on what change is expected and what rewards are available
• Prepared to make the difficult decisions
• Once the direction is agreed we relentlessly deliver but remain agile
to our customers, clients and stakeholders
• Learn from mistakes – keep improving the new Post Office models as
we roll out across the UK

30. 4. Bedale Post Office – over 200 MPs
have opened new branches!!
Bedale is the first Post Office branch in
my constituency to be modernised as part of
the nationwide investment scheme and I am
delighted to be here today to officially declare
it open. Ian Sykes and his team have given
the Post Office a complete make-over, and
customer reaction has been overwhelmingly
positive.
Rt Hon William Hague MP
Pictured with sub-postmaster Ian
Sykes, Bedale Post Office

31. The Post Office is Changing;
your questions………..
Q&A

32. Making Engineering a Fantastic Place to Work
John Wardle
October 2013

33. 33

34. 34

35. 35

36. 36

37. 37

38. 38

39. 39

40. 40

41. 41

42. 42

43. Take outs
•
Be honest about your in-house capability and capacity to effect the change.
Investing in specialist help / consultancy can have a huge ROI.
•
At the start of and during a change programme, set the context with your people.
•
Focus the majority of your effort on the people involved, not the tasks necessary.
•
Look closely at your leadership capability in junior / middle management roles and
tackle issues here immediately.
•
Throughout the change, never stop communicating with your people.
•
Don’t allow people (through fear) to stay at the ‘Bus Stop’. Help them to get
aboard and overcome their fears.
•
Recognise and reward successes and great team performance. Manage under
performance effectively.
•
Don’t be afraid to part company with some people. It will ultimately be the right
decision for your business and them.
43

44. Thank you for attending
“Change – the
imperatives for
success”
7th November 2013