5 Forces Seminar at OU Alumni 29 March 2012
How to Lead Successful Change, Interactive Seminar, Speaker Dr Anthony Greenfield
“Change succeeds when we work with the grain of human nature.”
Too often, organisations fail to achieve a return on investment in change; there’s too much pain and not enough gain. At the heart of the matter is the effect of change on people’s motivations; the very things that drive people to excel at work are deeply threatened
No wonder people oppose or avoid change.
The good news is that by understanding what makes people tick you can reverse the situation. By working with the grain of human nature you can channel people’s energy and ingenuity in pursuing change rather than in opposing it, leading to far greater success than you might ever have imagined.
This interactive seminar turns change on its head.
Instead of learning about overcoming resistance, you will find out how to harmonise change with human nature. You learn the importance of ensuring that people remain certain, purposeful, in control, connected and successful during times of change. As a result, they work positively with change rather than suffering through it.
Powerful forces are unleashed by change. Success belongs to those who harness them.
Through this interactive seminar you will be introduced to each of The 5 Forces of Change – forces that you can turn to advantage during times of change. The benefits of this approach are proven by years of research and hands-on experience and include:
Greater ROI on change projects
The ability to respond quickly and effectively to change in the environment
Less frustration amongst managers and staff
Less disruption to operations during change
Leaders with the skill and the will to lead change
Change that sticks
Seminar Leader – Anthony Greenfield
Anthony Greenfield combines over 20 year hands-on experience of leading transformational change in organizations such as Marks and Spencer, Northern Trust Bank, The Royal Mail and Prudential Health with a deep understanding of how to create agile organisations through a combination of effective leadership and enabling people to take charge of their own destiny. He has brought these together in his book “The 5 Forces of Change: a blueprint for leading successful change”. Anthony has wide-ranging experience in Change Management, People Development and Culture Change. .
Event details
Start date: 29 March, 2012 at 18:15
End date: 29 March, 2012 at 20:30
Location: Black & Veatch Ltd, Grosvenor House, 69 London Road, Redhill, Surrey, RH1 1LQ
UK region: South
Price per person: £15
FREE Sneak Preview of The 5 Force of Change
Would anyone like a FREE sneak preview version of my change book? ……It’s called ‘The 5 Forces of Change: a blueprint for leading successful change’
“…It is a master-class on the competencies required to achieve effective organisational change…This work provides an outstanding guide to managers charged with securing organisational change in today’s volatile business environment,” Professional Manager Magazine
Just send your email addres to info@5forcesofchange.com
See LinkedIn discussions:
The 5 Forces of Change on YouTube
Click here for an overview of The 5 Forces of Change on video:
Case Study: Pharmaceutical Cultural Shift
The Challenge
A global pharmaceutical company with strongly shared core values needed to respond to the changing demands driven by wholesale changes to the UK National Health Service. Due to a restructuring of the NHS the sales force needed to engage with a new set of buyers based in GP practices and hospital trusts. This required a shift in the cultural norms of the sales force.
Work Undertaken
We worked closely with OD and operational experts inside the organisation to create a workshop that would engage people in discovering for themselves the changes required to be successful in a changed commercial environment. Using their shared values as a foundation and taking into account market forces each sales team established the new objectives, attitudes and behaviours that would bring them success in the future and created an action plan to make it happen.
Benefits
The workshop was run by sales managers on a voluntary basis. As word spread about the value of the workshop in re-aligning people to a change marketplace more and more teams took it up and ran it for themselves until the coverage of the sales team exceeded 85%.
Quote
“I came in today thinking this would be a waste of time, but now I’m going to run it with my team,” Sales Manager.
Case Study: Post Acquistion Integration – Global Bank
The Challenge
Following the integration of two asset management companies there were problems of mutual understanding and co-operation. The legacy cultures remained essentially intact and too much energy was being dissipated in internal strife; there was even competition for business between the two legacy organisations.
Work Undertaken
The project involved designing and conducting a two-day senior leadership team workshop in three geographical locations to focus on managing the integration of the two companies. The interactive day involved reviewing the integration activities to date and identifying key issues and themes that were blocking them or reducing their effectiveness. The leadership teams produced action plans to address the issues and rolled it out to senior team members around Europe. The workshop was then conducted with the next level of leadership before being rolled out to all personnel.
Benefits
As a result, the in-company Temperature Check Survey conducted 6 months later indicated a wholesale shift in employee engagement. Scores for overall satisfaction improved by 22% from the prior year.
Quote
“Your work has been a game changer for us,” Regional Operations Director.
Case Study: Leadership Development for a Global Bank
The Challenge
A US-based global bank identified a shortfall in the capabilities of its senior managers, especially in terms of emotionally intelligent leadership and consequent risk to succession. They were also suffering pockets of high turnover of staff in some countries they had recently entered and a dilution of company culture and values in those locations. There had never been a coherent programme of leadership development and a big part of the challenge was to embed the new concept within the organisation.
Work Undertaken
We worked with the head of talent and leadership development to convince senior stakeholders of the need to revolutionise the way high potential Vice Presidents and Senior Vice Presidents are developed. We worked in collaboration with the learning team to define a year-long programme of leadership development. Participants who are selected are invited by the Chief Executive to sign commitment to engage fully in their programme. This commitment is also signed by their managers. Over the course of a year they attend three three-day highly innovative and challenging workshops with smaller-scale interventions and group work in between.
Benefits
By the time they had completed the programme the majority of delegates had been promoted or had significant expansions to their job role. Directors of the bank have become actively involved with the programme, sponsoring project work that is having a direct effect on the bank’s culture and performance.
Quote
“I am hearing consistently that this is the best, most practical training we have ever done …..” Global Board Director
Review of OU Business School Event
The feedback on last week’s 5 Forces of Change event at the Open University Business School has been extremely positive – see http://www8.open.ac.uk/platform/news-and-features/the-5-forces-change for a detailed review.
There was some excellent discussion about how we can work more effectively with human nature so that people engage positively with change rather than opposing or avoiding it.
Thank you to all who attended.
OU Business School Event
Open University Business School, Alumni Event, Manchester
Leading Successful Change – Dr Anthony Greenfield
Powerful forces are unleashed by change, success belongs to those who harness them. Through this seminar you be introduced to each of The 5 Forces of Change – forces that you can turn to adv
antage during times of change
Start date: 13 September, 2011 at 17:15
End date: 13 September, 2011 at 20:00
Location: Open University Regional Offices, 351 Altrincham Road, Sharston, Manchester, M22 4UN
UK region: North
IBM Thriving at 100 – the secret of their longevity
Most of us have heard the story of the boiled frog. If you drop a frog in hot water it will jump out, but if you put it in cold water and then slowly heat it up the frog stays put until it gets so hot it dies. It is story used to instil fear into business leaders about the dangers of not responding to environmental change, especially slow change, and, as a result, being killed off by the competition. It is a principle that is well understood by IBM, an organisation turns 100 this week, that has reinvented itself more than once.
IBM started out in 1911 as CTR which manufactured weighing scales, automatic meat slicers, coffee grinders, and, most importantly for its later development, punch ard equipment. In the 1930s and 1940s, IBM was at the forefront of the development of the modern computer, releasing the first commercially successful computer in 1953. The last 50 years has seen the company reach record high and record lows. In 1964, it took what Fortune Magazine dubbed “IBM’s $5 billion gamble” in departing from its monolithic mainframes to introduce the IBM 360 family of products, which eventually became what we would now recognise as a PC. In the 1980s and 1990s the IBM PC was copied by a raft of cut-price competitors culminating in an IBM posting an annual net loss of $8bn. This ushered in the arrival of Lou Gerstner, the first outsider to become CEO and the man that led them successfully into the next two IT revolutions; networked computing and e-business.
One of IBM’s most significant transformations began in 1992 with the formation of the IBM Consulting Group. 10 years later, IBM acquired the consulting arm of PwC Consulting for $3.5 billion adding 30,000 consultants to its existing 30,000 creating IBM Business Consulting Services. Whilst IBM continues to lead the way in the development of IT hardware, it has undergone a quiet transformation to become one of the world’s leading professional services businesses.
So what has held IBM together through good times and bad? How has it thrived in an IT industry that that is a constant state of flux?
When you head into uncharted waters, as IBM has done several times in its history, it helps to have a compass. When it comes to transforming a business, the answer, according to many inside IBM, is the strength of their character and culture, most notably a dedicated focus to a core set of values going back to the early days of the company.
In 1963, Thomas J. Watson, Jr. (then IBM Chief Executive) wrote about IBMs ‘beliefs’, stating in “I firmly believe that any organisation in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions. Next, I believe that the most important single factor in corporate success is faithful adherence to those beliefs.”
In 2003, IBM undertook the first reexamination of its values in nearly 100 years. Through “Values-Jam,” an unprecedented 72-hour discussion on IBM’s global intranet, IBM staff came together to define the essence of the company. The was a set of core values, defined by their people for their people, that shape the way they lead, the way they decide, and the way they act.
Sam Palmisano, the current IBM Chairman and CEO says, “IBM has reinvented itself many times. But through it all, its DNA, its soul remained intact… IBM’s most important innovation wasn’t a technology or management system. Its revolutionary idea was to define and run a company by a set of strongly held beliefs.”
It is these beliefs that have carried IBM through generations of change and gave them the confidence to take the brave and difficult choice to transform themselves from a manufacturer of meet slicers to the world’s leading computer hardware organisation and into a professional service firm. Happy birthday IBM and many more to come!
See www.ibm.com
5 Forces of Change at ACMP European Conference 2011
Anthony Greenfield has been selected to speak at the prestigious Association of Change Management Professional (ACMP) first Eurpoean conference in Copenhagen 18 – 20 September 2011.
See http://www.acmp.info/europe/schedule.htm
Anthony will talk about ‘Change with the Grain of Human Nature – The 5 Forces of Change’ on Monday 19th September.
It’s no surprise when people avoid or oppose change. But what if leaders could turn the situation on its head by working with the grain of human nature rather than against it? What if people going through change could take control of their reactions and adapt faster? What would this be worth to your organisation?
Too often, organisations fail to achieve a return on their investment in change. At the heart of the matter is the effect of change on people; the very things that drive them to excel are deeply threatened. The good news is that by working with the grain of human nature you can channel people’s energy and ingenuity in pursuit of change, enabling your organisation to adapt quickly to the needs of a rapidly transforming world.
Based on the book “The 5 Forces of Change”, this presentation explains how successful leaders work in harmony with human nature to ensure people remain certain, purposeful, in control, connected and successful during times of change. As a result, they work positively with change rather than suffering through it. A wide variety of case studies are cited, based on first-hand experience, including a US/UK bank acquisition, the turnaround in fortunes of the British retail icon Marks and Spencer and the introduction of healthy meal into UK schools.