Stephen Warrilow Slideshow(1)

Stephen Warrilow - Change Management Specialist
www.antonyconsulting.com

Leading your people through change

“In the current climate of deep uncertainty, people need leadership
that addresses their deepest fears;
that articulates a message that resonates with their emotional reality.”

Daniel Goleman


“The human side… it’s the overwhelming issue”

“I don‟t regret saying anything [in the book];
it‟s more what I left out.

In particular, the human side is much harder than the technology side
and much harder than the process side.
It‟s the overwhelming issue.”

Michael Hammer
Co-Author of “Re-engineering the Corporation”


Leadership that resonates with people

“Emotions are contagious, and they are most contagious from the top down,
from leaders to followers.

In the current climate this is important because
people cannot work effectively if they are experiencing emotional turbulence.

Daniel Goleman “Primal Leadership”


HOW you lead - drives business performance

How you lead… determines about 70% of the emotional climate in your organisation
which in turn drives 20-30% of business performance.”

Daniel Goleman


It’s all about people - and processes that work for people

The single biggest reason for the astonishingly high
70% failure rate of ALL business change initiatives
has been the over-emphasis on process rather than people.

The failure of leadership to take full account of the impact of change
on those people who are most impacted by it.

Closely allied to that reason is the lack of
process to directly address the human aspects of change.


70% of all change initiatives fail to deliver
the anticipated benefits...

...and that was before
the current economic downturn

Now… getting it right is business critical!


70% of all change initiatives fail to deliver
the anticipated benefits

WHY...?

(1) The gap between the strategic vision and a successful programme implementation
and the lack of a practical model and tools to bridge that gap

(2) The “hidden and built in resistance to change”of corporate cultures
and the lack of processes to address this

(3) Failure to take full account of the impact of the changes
on those people who are most affected by them


I provide specialist support for directors
delivering significant change initiatives -
specifically for:

 Programme directors of established programmes

 Divisional directors of corporates

 Directors of mid-range corporates


So what’s my USP?

Content + Curriculum + Experience

 3 years research on thought leaders and leading practitioners and creation
of 320 page informational website - accessed globally and used by
thousands of business leaders, senior managers and post-grad business
students

 25 years cross-sector experience with 100 + companies as an independent
resource to directors and senior management, in Corporate, SME and
Owner Managed Business environments

 Multi-disciplinary functional experience
• Market / Customer / Competitor analysis
• Programme management – support & recovery
• Direct marketing
• Organisational change & development
• Sales management & training (B2B)
• Troubleshooting & business risk assessment
• Business consultancy & strategy review
• Business process engineering & design
• Business development (B2B)
• I.T. impact assessment


Specialist support that:

 Focuses on the areas outside of the scope of traditional programme
and change management methodologies

 Gets "under the radar", "behind the lines" - and does "whatever it takes"
to ensure that you DO succeed and DON'T become part of the 70% of failures:

1. Before you have an issue - to anticipate it
2. When you have an issue - to neutralise and resolve it
3. After you‟ve had an issue - to make sure it doesn‟t happen again


Typical entry scenarios

 “We‟ve done the strategic review, so… how do we do this and make it work...?”

 “We know what we‟re doing and we know what the issues are…
we just need some extra flexible resource to help get it delivered on time…”

 “We‟re up and running, and...we‟re up to our necks in alligators…”


Specifically - how can I add value
to your change initiative ?

• Define and create a programme to deliver your change initiative and the benefits

• Address key areas outside of the scope of MSP, PRINCE and other traditional tools

• Manage the politics and act as “guardian of your best interests”

• Test your programme’s impacts on all key stakeholders - and remove resistance

• Risk assess your programme and implement what has to be done to avoid failure

• Ensure buy-in and motivation to change management requirements

• Manage complex interfaces and relationships with key stakeholders and contractors

• Identify and resolve the cultural gaps and issues - the hidden source of all resistance


A few of the organisations I have helped
PROGRAMME DELIVERY BUSINESS DEVELOPMENT

• Body Contours PTE • Devon County Council
• Bull Information Systems • D & B Software Services
• COLT Telecom • Farnell Electronics
• DPDS Consulting Group • Flight Electronics
• Eastern Group / TXU Europe • Forward Trust
• FOCUS Consulting Group • Gestetner
• Strachen & Henshaw (Weir Group) • ITT Industries
• Stockport NHS Trust • Kent Enterprise Office
• Oakland International • McDonnell Douglas
• Mettler Toledo
BUSINESS CONSULTANCY • Osram
• Portsmouth City Council
• Action Computer Supplies • Schlumberger Industries
• Dun & Bradstreet • Southern Electric
• BT • SPP Pumps
• ICT Donnelly • Standard Chartered
• M & S Financial Services • UCB Bank
• Sun Banking Corporation
• Telecom Eirean


Could you benefit from:?

 Diagnosis of root cause issues?

 Development via mentoring & training?

 Delivery to realise the anticipated benefit?


Where are you hurting most?

 What is the impact of this?

 What is your best outcome?

 Should we be talking…?


What people say about me…

“...objective and extremely constructive… Stephen displayed absolute honesty, integrity and diplomacy…”

Paul Ziolek
Operations Director
Oakland International Ltd

“…Stephen displayed skill and confidence in designing and implementing the business, management and
communication processes required to fast-track the programme delivery…”

“…he fulfilled a key role in the relationship management of a major subcontractor to ensure that contractual delivery
dates were met… a „delivery mentality ‟ … Stephen is a considerable asset to the senior management of any large
programme…”

Terry Dewhurst
Director, IT Transformation & Business Change
lastminute.com

“...effective in coming to a holistic and perceptive diagnosis of the key issues… I recommend Stephen as a resource
for aiding improvements and analysing key issues that will lead to this…”

Ann Barnes
Director of Operations & Performance
Stockport NHS Trust


Specialist support for directors
delivering significant change initiatives

 I look forward to hearing from you
– +65 8581 2824
– +44 7860 2159 86
– stephen@antonyconsulting.com
– www.antonyconsulting.com
– www.linkedin.com/in/stephenwarrilow
– www.strategies-for-managing-change.com

Antony Consulting PTE Ltd, 391B Orchard Road, #23-01 Ngee Ann City Tower B, Singapore238874

Thank you for your time

Stephen Warrilow Slideshow(1)

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