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Change by adventure

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Change by adventure

  1. 1. WORKVISIBLE Andy dV F*** Change Management, let’s change by adventure F*** Change Management
  2. 2. WORKVISIBLE let’s change by adventure F*** Change Management Andy dV
  3. 3. change is the new normal
  4. 4. “It’s worse than that,
 he’s dead Jim” - Dr Leonard “Bones” McCoy, Starship Enterprise
  5. 5. change is survival
  6. 6. The Farmall tractor, 1923, revolutionised power farming in the U.S.
  7. 7. 0 3.5 7 10.5 14 1920 1930 1940 1950 1960 1970 1980 1990 2000 US Farm Workers
 ( Millions) 1920 - 2000 “Mechanised” Farming really takes off Source: US Dept of Agriculture
  8. 8. Labour dispute: 1928 
 cranes and forklift trucks …“Labour Productivity” crisis as new technology eroded the demand for man-power…
  9. 9. 0 15 30 45 60 1960 1970 1980 1990 2000 2010 2020 “The average lifespan of a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today” S&P 500 Index Company Lifespan - Professor Richard Foster, Yale University Data: Innosight / Richard N. Foster / Standard & Poors 67 15 1920’s Today
  10. 10. “A storm warning 
 to executives: “at our forecasted churn rate, about half of the S&P 500 will be replaced over the next 10 years” * Innosight executive briefing 2016 | Corporate Longevity: Turbulence Ahead for Large Organizations
  11. 11. change is a competitive advantage
  12. 12. do businesses think they need to change?
  13. 13. Executives recognise the need to change core offerings or business model in response to rapidly changing markets and disruption*. 66% do businesses think they need to change?
  14. 14. Strongly Agree Agree Disagree Strongly Disagree Not Relevant 4% 10% 20% 45% 21% Executives recognise the need to change core offerings or business model in response to rapidly changing markets and disruption*. 66% do businesses think they need to change? *Data: Innosight 2016
  15. 15. This is where Change Management comes in
  16. 16. Tercon Model
  17. 17. Lewin’s Change 
 Management Model
  18. 18. Bridge Model
  19. 19. Beckhard’s Transitions
 Model
  20. 20. Pritchett
 Model
  21. 21. Bullock and Batten
 planned change machine
  22. 22. Appreciative Inquiry 
 4D Model 4
  23. 23. Conard 
 Change Mangement Model 4
  24. 24. Deming 
 Cycle 4
  25. 25. 5 Association of
 Change Management 
 Standard
  26. 26. Viral Change
 Model
  27. 27. Managed Change
 (La Marsh Global)
  28. 28. Judsons model
  29. 29. Rodgers Model of Change
  30. 30. Conner Partners CEM
  31. 31. CHI Organizational 
 Change Management
  32. 32. Kubler Ross
  33. 33. ADKAR
  34. 34. Shumla Model
  35. 35. 6Weisbord’s
 6 box model
  36. 36. 6Transtheoretical 
 Model
  37. 37. 6Knights
 model
  38. 38. 6 Stages of Change 
 model by Prochaska and DiClimente
  39. 39. Lean Change 
 model
  40. 40. Cummings and Worley Model
  41. 41. 6 High Performance
 organisations 
 framework
  42. 42. 7 NHS change model
  43. 43. Beckhard & Harris
 Change Management 
 Process
  44. 44. Lippitt, Watson and 
 Westley Model
  45. 45. Aspire Model
  46. 46. Carnall Change 
 Mangement Model
  47. 47. 8 VEGO Strategic 
 Management
 (integrating BS and EFQM)
  48. 48. 8Aviant Model
  49. 49. Kotter’s 8 step model
  50. 50. CHAMPS model
  51. 51. 9 Galpins Wheel 
 of Nine Wedges
  52. 52. 9Change Leaders
 Roadmap Methodology
  53. 53. 10 People Centered
 Implementation • Initiation • Planning • Execution • Control
  54. 54. Indaba Model
  55. 55. Excellent Outcomes
  56. 56. Burke & Litwin
 Model
  57. 57. 13 Accelerating
 Implementation 
 Model
  58. 58. EEMap model
  59. 59. Change Management Model League Table Circular Step by Step Multi TabularLine Model Popularity Average Nodes 9.195.677
  60. 60. change management =
 we know what we’re doing
  61. 61. change management =
 we’ve done it before
  62. 62. change management =
 do these things and it will work
  63. 63. change management =
 we have a repeatable recipe for success
  64. 64. liar, liar, bum’s on fire, nose is longer than a telephone wire
  65. 65. What got you here 
 won’t get you there! 
 - Marshall Goldsmith - “ ”
  66. 66. These are the things that make change possible
  67. 67. We want to see, to explore, as human beings we need that
  68. 68. There is a little bit of danger in the unknown but human beings, I find, are 
 just not apt to shy away from that
  69. 69. Change management is missing… missing the necessity of curiosity missing feelings missing the reality of the unknown
  70. 70. WORKVISIBLE let’s change by adventure F*** Change Management
  71. 71. Marcus
  72. 72. Marcus
  73. 73. California
  74. 74. Klaus
  75. 75. Claus
  76. 76. Observation Action
  77. 77. Observation Action Insight More Insight
  78. 78. Safety Awareness System Possibility
  79. 79. TRUST bingo
  80. 80. 
 Hello Everyone, 
 
 I’m Professor Paul Zak, Neuroeconomist. I spent 10 years figuring out the impact of different cultures on performance. Mostly this was measuring brain activity and being amazed by the impact of trust on how organisations work.
  81. 81. Low
 Trust High
 TrustVs
  82. 82. Low
 Trust High
 Trust
  83. 83. 100% Low
 Trust High
 Trust
  84. 84. Low
 Trust High
 Trust Stress ? Compared with people at low-trust companies, people at high-trust companies report, how much more, or less:
  85. 85. Low
 Trust High
 Trust Stress 74% less
  86. 86. Low
 Trust High
 Trust Stress Energy ?
  87. 87. Low
 Trust High
 Trust Stress Energy 106% more
  88. 88. Low
 Trust High
 Trust Stress Energy Productivity ?
  89. 89. Low
 Trust High
 Trust Stress Energy Productivity 50% higher
  90. 90. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days?
  91. 91. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days 13% fewer
  92. 92. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement?
  93. 93. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement 76% more
  94. 94. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Satisfaction with daily life?
  95. 95. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Satisfaction with daily life 29% more
  96. 96. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Burnout ? Satisfaction with daily life
  97. 97. Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Burnout Satisfaction with daily life 40% less
  98. 98. Low
 Trust Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Burnout Satisfaction with daily life
  99. 99. Low
 Trust Low
 Trust High
 Trust Stress Energy Productivity Sick
 Days Engagement Burnout Satisfaction with daily life
  100. 100. Low
 Trust High
 Trust 628% better
  101. 101. 1,409 CEO’s Interviewed in 83 countries 2016 Annual Global CEO Survey
  102. 102. of CEO’s think that lack of trust is a threat to their organisations growth. 55% 1,409 CEO’s Interviewed in 83 countries 2016 Annual Global CEO Survey
  103. 103. Possibility Shared Awareness Organisational belief
  104. 104. Opportunity Adventure Reflection Action Exploration Courage
  105. 105. System Trust
  106. 106. WORKVISIBLE let’s change by adventure F*** Change Management
  107. 107. WORKVISIBLE Andy de Vale andy.devale@workvisible.com @andydevale Thank you!

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