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Change by adventure
- 1. WORKVISIBLE Andy dV F*** Change Management, let’s change by adventure F*** Change Management
- 2. WORKVISIBLE let’s change by adventure F*** Change Management Andy dV
- 3. change is the new normal
- 4. “It’s worse than that, he’s dead Jim” - Dr Leonard “Bones” McCoy, Starship Enterprise
- 6. The Farmall tractor, 1923, revolutionised power farming in the U.S.
- 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. Labour dispute: 1928 cranes and forklift trucks …“Labour Productivity” crisis as new technology eroded the demand for man-power…
- 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. “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. change is a competitive advantage
- 12. do businesses think they need to change?
- 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. 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. This is where Change Management comes in
- 16. Tercon Model
- 17. Lewin’s Change Management Model
- 18. Bridge Model
- 20. Pritchett Model
- 21. Bullock and Batten planned change machine
- 22. Appreciative Inquiry 4D Model 4
- 23. Conard Change Mangement Model 4
- 24. Deming Cycle 4
- 25. 5 Association of Change Management Standard
- 27. Managed Change (La Marsh Global)
- 28. Judsons model
- 29. Rodgers Model of Change
- 31. CHI Organizational Change Management
- 32. Kubler Ross
- 33. ADKAR
- 34. Shumla Model
- 37. 6Knights model
- 38. 6 Stages of Change model by Prochaska and DiClimente
- 40. Cummings and Worley Model
- 43. Beckhard & Harris Change Management Process
- 44. Lippitt, Watson and Westley Model
- 45. Aspire Model
- 46. Carnall Change Mangement Model
- 47. 8 VEGO Strategic Management (integrating BS and EFQM)
- 48. 8Aviant Model
- 49. Kotter’s 8 step model
- 50. CHAMPS model
- 51. 9 Galpins Wheel of Nine Wedges
- 53. 10 People Centered Implementation • Initiation • Planning • Execution • Control
- 54. Indaba Model
- 58. EEMap model
- 59. Change Management Model League Table Circular Step by Step Multi TabularLine Model Popularity Average Nodes 9.195.677
- 60. change management = we know what we’re doing
- 61. change management = we’ve done it before
- 62. change management = do these things and it will work
- 63. change management = we have a repeatable recipe for success
- 64. liar, liar, bum’s on fire, nose is longer than a telephone wire
- 65. What got you here won’t get you there! - Marshall Goldsmith - “ ”
- 67. These are the things that make change possible
- 68. We want to see, to explore, as human beings we need that
- 69. There is a little bit of danger in the unknown but human beings, I find, are just not apt to shy away from that
- 70. Change management is missing… missing the necessity of curiosity missing feelings missing the reality of the unknown
- 71. WORKVISIBLE let’s change by adventure F*** Change Management
- 72. Marcus
- 73. Marcus
- 74. California
- 76. Klaus
- 77. Claus
- 87. TRUST bingo
- 88. 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.
- 92. Low Trust High Trust Stress ? Compared with people at low-trust companies, people at high-trust companies report, how much more, or less:
- 102. Low Trust High Trust Stress Energy Productivity Sick Days Engagement Satisfaction with daily life?
- 109. 1,409 CEO’s Interviewed in 83 countries 2016 Annual Global CEO Survey
- 110. 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
- 114. System Trust
- 117. WORKVISIBLE let’s change by adventure F*** Change Management