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Creating ‘Change that sticks’! Sustainable Change Presenter:  Alexandra Meldrum (AGSM) Change Management and Performance Improvement Specialist
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Creating ‘Change that sticks’! Sustainable Change
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Creating ‘Change that sticks’! Sustainable Change
Alexandra likes training to be fun!
[object Object],[object Object],[object Object],[object Object],[object Object],Sustainable Change – my own examples
[object Object],[object Object],[object Object],Sustainable Change – shared examples
[object Object],What do we mean by “sustainable change”?  Presenter: Alexandra Meldrum (AGSM)
[object Object],[object Object],[object Object],[object Object],[object Object],Sustainable Change – my own examples
[object Object],[object Object],[object Object],Why “sustainable change”?  Presenter: Alexandra Meldrum (AGSM)
[object Object],[object Object],[object Object],[object Object],Sustainability in a Global Context
[object Object],[object Object],A starting point… organisational diagnosis
[object Object],Why do we need sustainable change?  Hopkins M, 2003, ‘The business case for CSR’ Stakeholder Benefits Costs Director More independent non-executive directors More meetings and briefings Shareholders Increased investment from ethical based funds CSR premium on all company activities such as increased reporting costs, openness etc Managers ,[object Object],[object Object],[object Object],[object Object],Employees ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Customers ,[object Object],[object Object],[object Object],[object Object],Cost of goods may increase in short-term Suppliers Better quality inputs  Less harmful effect on ‘public image’ Costs of inputs may increase in short-term
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Why do we need sustainable change?
[object Object],[object Object],[object Object],[object Object],A starting point… organisational diagnosis
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A starting point… organisational diagnosis
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A starting point… organisational diagnosis
A starting point… Organisational Diagnosis We sustain change through understanding and working within the complexity of open systems.  Environment Structure Culture Strategy My project
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A starting point… organisational diagnosis
The interconnections are critical!
Examples 1. Rotating factory workers & putting them in teams “Work redesign” and “team redesign” in a corporate organisation We sustain change through understanding and working within the complexity of open systems.  Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Structure Culture Strategy My project
[object Object],[object Object],Change happens when people change
Who does this?
The importance of  “multiple perspectives”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Theory is great! 1900 – 1930 e.g. Taylor Scientific Mgt 1930 – 1960  e.g. Mayo Human Relations 1960 – 1970  e.g. Chandler 1970 +  Open Systems-Social actor.
[object Object],[object Object],[object Object],[object Object],What is Governance?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What is Governance?
[object Object],[object Object],[object Object],Governance
Governance: Stakeholders. Would you let this happen on your watch?
[object Object],[object Object],[object Object],[object Object],Governance
[object Object],[object Object],[object Object],Examples 2. Centre for Engineering Leadership and Management – renewal of the NSW Board of a national professional organisation. Governance
[object Object],[object Object],[object Object],[object Object],[object Object],Don’t take your eye off the ball!
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Don’t take your eye off the ball!
[object Object],Don’t take your eye off the ball! $ E S G
[object Object],Don’t take your eye off the ball! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adapted from model from Epstein (2008), Figure 1.7 on p46
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Don’t take your eye off the ball!
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2. Centre for Engineering Leadership and Management – renewal of the NSW Board of a national professional organisation. Don’t take your eye off the ball!
[object Object],[object Object],[object Object],A word of caution…  Don’t be trapped by Greenwash
[object Object],In conclusion…  “Alignment” Presenter: Alexandra Meldrum (AGSM)
The interconnections are critical!
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Alignment of People and Systems 1900 – 1930 e.g. Taylor Scientific Mgt 1930 – 1960  e.g. Mayo Human Relations 1960 – 1970  e.g. Chandler 1970 +  Open Systems-Social actor.
In conclusion…  “Alignment” Governance Thank you!  Alexandra Meldrum MBA(Exec) GCCM BE BSc FAICD FIEAust CPEng Change Management and Performance Improvement Specialist Environment Behaviour change Accountability, Monitoring & Control Stakeholders Structure Culture Strategy My project
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Creating ‘Change that sticks’! Sustainable Change
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Creating ‘Change that sticks’! Sustainable Change

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ICWES15 - Workshop: Making Change Stick! - Systems for Sustaining Change. Presented by Ms Alexandra L Meldrum, NSW, AUST

  • 1. Creating ‘Change that sticks’! Sustainable Change Presenter: Alexandra Meldrum (AGSM) Change Management and Performance Improvement Specialist
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  • 17. A starting point… Organisational Diagnosis We sustain change through understanding and working within the complexity of open systems. Environment Structure Culture Strategy My project
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  • 23. The importance of “multiple perspectives”
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  • 28. Governance: Stakeholders. Would you let this happen on your watch?
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  • 41. In conclusion… “Alignment” Governance Thank you! Alexandra Meldrum MBA(Exec) GCCM BE BSc FAICD FIEAust CPEng Change Management and Performance Improvement Specialist Environment Behaviour change Accountability, Monitoring & Control Stakeholders Structure Culture Strategy My project
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Notas do Editor

  1. AGSM Corporate Finance Unit 1