OCC Group Capability Presentation Linkedin 2010
- 1. January 2010 Organizational Change Consulting Group g g g p Capability Overview OCC Group
- 2. Challenge Solution Leaders of complex, multi-facetted organizations are faced with tough issues that require a broad base of support to move forward...questions that arise are: How do you allow all views to be heard Culture Process in a process that is fair and equitable? p q How do you bring together a diverse group of stakeholders to discover Structure Technology their common ground for action? g • Change and Planning Solution OCC Group designs, facilitates, and Strategy • Large Group documents collaborative change and planning Facilitation strategies for leaders of large, complex organizations • Collaborative Solutions that require diverse groups of stakeholders to find • Strategic common ground for a solution that all can support. df l i h ll Alignment OCC Group
- 3. Collaborative Planning Principles Get the Whole Build a Shared Context System in the y Before Acting g Room Aligned Shared Action Divergent Stakeholders Understanding Perspectives Self-Manage • Focus on the Future the Work • • • Common Ground -Leader Desired -Timekeeper Future -Recorder/ Briefer B iefe Adult Learning OCC Group
- 4. Collaborative Planning Process Stakeholders Stakeholders Hope Shared Getting Aboard Action Direction Despair Stakeholders Feels Like Riding a Roller Coaster Stakeholders ( (Multi-day Process) y ) Source: Future Search OCC Group
- 5. Collaborative Planning Benefits Sustainability Ownership Speed of Trust In Relationship Implementation Leadership Building OCC Group
- 6. Conditions for Success Whole System Represented Outside Stakeholder Involvement Favorable Meeting Conditions Non-Directive Facilitation The more the conditions are met, the more Self-Managed Small Groups g p likelihood of success. All Information is Shared Planning Committee Involvement Deliberate Design and Highly Structured High Levels of Participation & Involvement Source: Future Search OCC Group
- 7. Example - Strategic Planning Model Build strategies and commitment to achieve a shared vision or goal. g Foundation • Core Values • Guiding Operational Environment Principles • Trends • Mission • Threats • Opportunities Future State Current State Goals, Objectives, Strategies •Vision Field •Strengths •Relationships •Challenges •Reputation •Image Image Performance Measures Action Budget g Plans OCC Group
- 8. Example - Strategic Planning Road Map Phase I II III IV V Assess Clarify Mission, Approve Strategic Task Focus Areas Develop Draft Finalize Customer Strategic Plan & & Strategic Plan Implementation Expectations Implementation Plan Governance Governance •250 System-wide •Planning •Planning •Planning •Board of Directors People Stakeholders Committee Committee Committee •Planning •5 Meetings •Plus 5 System •75 System-wide Committee Stakeholders Stakeholders Northern Conference Half-Day a ay Meeting Southern Full-Day Meeting Half-Day Half-Day Western Meeting Meeting Day Day Half-Day Process Central Meeting Half-Day One Two Eastern Meeting Committee Plans Workshop Details • Current State •Mission Statement •Draft Strategic Plan •Final Draft of •Approve Plan Assessment •Key Focus Areas Results • Input for mission, •Values and Guiding (Goals, Objectives, & Strategic Plan •Approve Performance Measures) Implementation focus areas, values Principles Governance •Recommendations for Implementation Governance I l i G Outcomes Planning Contributing BoD Committee Stakeholders • Develop a Strategic Plan covering the period FY 20XX -Charter Planning to FY 20XX that is based on a current-state Committee assessment and is aligned with key focus areas areas. -Select Planning Committee -Assess C A Currentt Members -Guide Process State • Develop recommendations for plan implementation -Select Stakeholders -Develop Strategic accountability and monitoring progress. -Approve Plan -Finalize Strategic Plan Plan -Approve Implementation -Develop Implementation Plan Governance OCC Group
- 9. Example - Change Management Model Energize and align stakeholders to implement a change effort. 5. Desired 5 D i d Future Where do we want to go? 6. Strategies How do we 1. 1 Past get there? 2. Present Where State have we Where are been? we now? 3. Present Path What are the consequences of continuing on our present path? 4. Current Future Is this what we want? OCC Group
- 10. Example - Change Management Road Map Wake-Up Call I. Prepare to II. Develop a III. Design the IV. Organize to V. Implement VI. Celebrate Lead the Vision of Change Support the Change the New State Change Ch Desired F t D i d Future Process P Implementation I l t ti Plan Pl and Improve dI a. Build the Case a. Describe the a. Identify Change a. Align Structures, a. Roll out the Master a. Declare for Change Desired Future State Process Design Systems, Policies and Change Plan Achievement of Criteria Resources to Support Desired Future State b. b Form a Guiding b. b Analyze Impacts of Implementation p e e tat o b. b Implement Master Desired Future State b. Design the Change b. Celebrate & Reward Coalition b. Develop Strategies Change Plan Process to Achieve the the New State Desired Future State for Supporting People d. Define Roles & c. Communicate to Enable the Change c. Monitor and Adjust c. Learn and Responsibilities Desired Future State c. Communicate the Implementation as Continually Improve & Impacts; Redefine Change Process; c. Develop and Needed as Needed Redefine as Needed Communicate the Master Change Plan People – Stakeholders who are involved and in what way Process – The method or approach for achieving results Product – The deliverable or results Timeline OCC Group
- 11. Example Projects Two-day, 100-person statewide summit to build consensus for legislative agenda and to outline strategic initiatives the next year. Forty-person collaborative action-planning meeting to develop recommendations for transformation of DoD F il Readiness Policy to meet current and future needs. t f ti f D D Family R di P li t t t df t d Collaborative planning and decision-making process to develop an action plan to prepare Coalition Provisional Authority staff for transition of government to Iraq. Two-day, 300-person Two day 300 person collaborative planning session to develop consensus for strategies that will better serve children, youth, and families. Four-day planning meeting to align family program services with soldier and family needs in support of global re-stationing of defense forces. Design and facilitate a series of community-based planning meetings to develop strategies and action plans for improving the well-being of children and families. Develop recommendations for senior staff of a state-wide organization to maintain their passion, commitment, and enthusiasm for their work and for serving customers passion commitment customers. Provide consulting support to Maryland State Highway Administration in development of multi-level business plans and an organizational performance management system. Four day, 175 person Four-day, 175-person collaborative process to identify issues related to a worldwide organizational merger, developed strategies to resolve the issues, and to build commitment for the organizational vision and culture. OCC Group
- 12. Organizational Change Consulting Group 2341-N Forest Drive, Suite 80 Annapolis, Maryland 21401 O: 410.266.9228 F: 410 266 8883 410.266.8883 E: harry.christiansen@verizon.net Organizational Change Consulting Group is an Annapolis-based consulting firm specializing in the design and facilitation of collaborative solutions for organizational change. The principle, Harry Christiansen, is a trained management consultant with 22 years of progressively successful change management and organization development experience. He uses a systems approach in delivery of client-focused services characterized by whole- system involvement and l d hi commitment f a sustained change effort. t i l t d leadership it t for t i d h ff t OCC Group