Adaptability transformation and the end of silos

People often ask me how adaptive workplaces are different from the one in which they work.

It’s a decent question. We become so blind to the current set-up, it can be hard to imagine another way. My job is to describe where I see the business currently and paint a picture of where it would be if it were to become truly adaptable.  

Departmental silos are also rigidly enforced, which leads to resource hoarding and unnecessary internal competition between teams, departments and even divisions that discourage knowledge sharing and ending up with a business of mini-companies opposing from within. Instead of fighting our competitors we end up fighting ourselves.

Siloed thinking has little to do with thinking at all. It’s merely a system where managers are encouraged to spend too much time looking within the silo rather than seeing the customers and how they can combine forces with their colleagues and beat the competition.

After an adaptability transformation, the silos disappear, why? We refuse to think in the old way anymore. Sharing resources between departments is not argued over by department heads. That discussion happens at the level where the work gets done, much lower down by the people who endure the pain.

And whereas before business units fought to protect their territory and assets, in an adaptive environment, rewards come to those who collaborate and share resources to meet the needs of customers and the business.

Further, the decision making doesn’t have seventeen different levels of approval up and down the corporate food chain, again, it happens at the level the work gets done.

But there’s a snag; this means managers must trust staff and just as importantly teams must trust managers especially when things go wrong, we must all learn by brain-storming and resist the temptation to blame-storm.

Only knowing how your own team and department runs prevents everyone seeing how the whole organisation works and collaborates and how you can contribute to the big picture. You must also learn how all other parts of the operation work to enable cross-functional collaboration and problem-solving. The efforts of other departments are your concern, not just another box on the org chart.

As an outcome, a more expansive view of the organisation emerges for all to see. There are still organisational structures in place, but often they become transparent, with the work taking much more importance than under whose hand it is.

The so-called progressive management thinking of decades past used to talk about thinking outside of the box. In an adaptive organisation, we must now work outside of the box.

To start the discussion about transforming your organisation into an adaptive one, please contact us.

Adaptability in progress: an account

My presentation at the Business Agility conference in New York in February was a great opportunity to talk adaptability on a large scale.  But it also yielded secondary tangible benefits.

Specifically, I had an opportunity to engage in meaningful conversations with some fellow travellers in the change field.

Sometimes I think I’m the one that gets the most from such one-on-one talks. But then I receive a message from a colleague that makes it clear my ideas have left an impression.

One such note that recently popped into my inbox described what can happen when a spark catches fire.

Here are some highlights….

“Here are some of the key work elements which I have been able to put in place since we met.”

  • Introduction of Work-Climates:
    • I brought forward the concept of Work-Climates, to help with our transformation from mass production to lean/agile, as it fits very well in our situation. It has helped with teams/people who are active in changing our culture keep their motivation and drive.
  • Making the customer part of the transformation:
    • Validating with the customer is one of our biggest issues. Up until now, we have demonstrated epistemic arrogance for what the customer wants without even checking or validating with them. From our discussions, and your talks, I have been able to reposition how valuable this is.
  • Moving from vertical metrics to horizontal metrics
    • This concept had opened key individual’s eyes to move away from “how I am doing” to “how is the customer doing”.  This is in line with “You get the behaviour you design for, or fail to design for”. If we truly want to change our focus and include the customer throughout our process, then we must define and promote what is valuable to the customer.

There was more, but what was exciting to me was how this person  took my ideas and made the process his own, shaping it to the realities of his workforce.

If you would like to talk to me about how to make your workforce into an adaptive dynamo, please contact me.

Planview webinar to focus on Adaptive Enterprise

Since I spoke at BusinessAgility2017 in New York last month, it’s become very clear to me there is a great deal of interest from upper management in my work in creating adaptive organisations.

In recent years I’ve sensed how large organisations are struggling with how to survive and thrive in an increasingly competitive marketplace. Now, it’s become clear to them that it’s time to do something about it.

To that end, Planview invited me to host a live webinar on March 29th titled Power Your PMO with the Adaptive Enterprise: Increase productivity with continuous planning.

This webinar is aimed squarely at those who head up large projects and programs in an organisation and the importance of the PMO in creating change makers.

It’s important to note the distinction between Change Makers and Change Agents.

Change Agents are usually tasked by those in upper management, taking orders without much collaboration with regards to what is being implemented and why.

On the other hand, Change Makers conceptualise, design, integrate, initiate and find new ways of delivering value, driving solutions upwards and downwards.

The webinar will discuss how Change Makers and Agents are crucial to lasting organisational change.

Turning an organisation into a dynamic changeable environment requires a different skill set that command control management. An adaptive organisation is one that is constantly renewing and reinventing strategies as part of its DNA.

To register for the webinar, click the link here and sign up.

If  you  want to talk to me further about how to make your organisation adaptable, please contact me.

Adaptive Enterprise: Increasing productivity with continuous planning

Since I gave a presentation at Business Agility 2017 in New York in February, there’s been a definite spike in interest for my work in making organisations adaptive.

To that end, I’ve been invited by Planview to do a live webinar on March 29th titled Power Your PMO with the Adaptive Enterprise: Increase productivity with continuous planning.

The notes describing the seminar point to how adaptability, not productivity is the goal of good Project Management Offices. It’s a key issue, in that structured processes can often lead to results that are indeed predictable but lacklustre. Getting it done right is the key, not just getting it done on time.

Specifically, I’ll be talking to the following points….

  • How to create an adaptive PMO that flexes at the speed of change
  • How to build a PMO that is responsive to business needs
  • How to promote executive confidence, even in times of uncertainty
  • How to create budgets, plans and resource maps that deliver the strategy while also being responsive to reality
  • How to partner with business and become an Enterprise PMO

The webinar, hosted by Amy Hatton will also include Carina Hatfield Senior Product Manager at Planview. It is offered free but registration is required by clicking here.

I’m rather excited to do this for Planview as it is a further vindication of many years of research and practical applications with clients making organisations adaptive.

As a colleague told me at Business Agility 2017, many large organisations know that to survive and thrive they have to do something. And up until now they had no idea what that something was.  

So please register for the webinar when you get a moment. And if you want to talk to me about how to make your organisation adaptive, please get in touch.

ELLI: changing your organisational climate

ELLI is important in my organisational transformation work.

It’s the acronym for the four factors I look for in any organisation I’m working with.

Engaging. Learning. Leading. Improving.

To develop ELLI, It’s important to understand what the type of organisation we’re looking at.

Only when we know this can we determine the path our journey is going to take. Like any journey, this depends on the internal climate we’re dealing with.

The organisational landscape is determined by the climate. It’s a metaphor I’ve used for years to describe how the overlay of climate influences landscapes. Take away the snow and ice and add some sunshine and the landscape changes drastically from season to season. It’s the same with organisations. The foundations may be strong. But if climate is off, those foundations are buried in an inhospitable wasteland.

Now keep in mind that climate itself isn’t culture. Weather, the specifics of the internal climate, actually are.

We use Climetrics to determine the climate of an organisation. Why the climate?  Because what happens on the ground and how it happens is determined by the work climate of the organisation.

The goal is to change the internal climate so that it’s conducive to producing good work – whatever the day to day changes in the weather.

People respond to these changes and that’s why it’s important that we change work climates. In many organisations people spend all their time “hunting and gathering” for survival, instead of actually trying to look ahead and anticipate the needs of the customer.

With ELLI we change the climate so organisations can leave the frozen wasteland behind and build truly adaptive workplaces.

To talk to me about transforming your organisation with ELLI, please contact me.

Perspective is everything when it comes to your business climate

In the days following my presentation at BusinessAgility2017 in New York in February, I found myself being tagged with an unexpected nickname by attendees.

Three separate people approached me saying ‘Oh, you’re the ‘climate man’. It was amusing but not entirely surprising. It was clear to me by then that the part of my presentation that struck many of them had to do with the importance of climate in an organisation. I was the ‘climate man’ who changed the climate of organisations.

Management can’t ignore the storms below

Using the metaphor of the sky, land and the space in between, I noted how what happens in the climate directly affects what happens on the ground / workplace. If the workplace climate is welcoming, then that’s reflected in the work being done on the ground. If it’s cold, then that frigidity will likely adversely affect the workplace.

When I was talking about the concept during my talk, I heard approving murmuring from the audience, which was entirely understandable. In their working lives, I’m sure all of them had experienced the effects of both hostile and welcoming work climates and knew the impact on their ability to produce.

How do you know what needs changing in your business?

When working with an organisation on a change program, one of the first steps we take is the Climetrics survey.

We map out the many microclimates within the organisation to understand the root conditions of that climate and by doing so, find the best way forward.

Although it’s been presumed that the climate of an organisation is determined by the management at the top, we’ve actually found that not to be case. It’s a lot like taking a plane on a rainy day.  The weather changes to endless sunshine when the pilot brings the aircraft above the clouds. So it is with management. They are so far above the storms raging below them that they easily miss the turbulence at other levels of their organisation.

Does this sound like your organisation? If so, please get in touch to discuss how we can change your internal climate and make your business more adaptive at every level.

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The Change Field: Separating the wheat from the chaff

Working in the field of adaptive change means that one has to consistently assimilate new information and adjust strategies accordingly. To some the very idea that concepts and approaches are fluid because of our hyper-evolving business landscape is terrifying. But for me, it’s business as usual and I love the challenge.

Avoid Snake Oil Salesmen

I work with clients who are committed to real change. They want to make their organisations profitable, now and into the future. It’s something a lot of organisations say they want in theory, but are scared off by the work involved. So obviously the market has responded with numerous off-the-shelf change solutions that are easy to implement but can actually cause significant long term harm to the organisation they purport to help.

People want to achieve big results for as little effort as they can. It’s human nature.  But this has resulted in simple solutions that may seem like the real thing – but only in the way fast food smells better than it tastes.

The bottom line is there are no shortcuts to making successful organisational change at the deepest level. And anyone who claims otherwise is either lying to their clients or to themselves. Change is work and it requires commitment. You can always lose a few pounds to fit into a bathing suit for a week in the sun. But it takes real lifestyle changes for those pounds to stay off once you get back to your real life.

Those few pounds may give you the illusion of fitness, but it’s not real. I understand the allure of easy solutions to managers on a budget who want to be aligned with the change brand and can shed a bit of weight in time for their next quarterly update.

Some don’t really want real change in the first place and even the failure of a look-a-like change program provides the temporary illusion of effort.  They tried – a good optic for them – and that it failed – an out that allows them to avoid actual change.

This is where Lloyd Parry comes in. Our organisational change doesn’t come in a box. There aren’t a series of specific steps to follow to bring change to your organisation. Real change is like a bespoke suit. We institute change in organisations by using Climetrics to assess work culture and then crafting a change process based on what we find.

To learn how Lloyd Parry can bring real change to your organisation, please be in touch.

Radical-reorganisations

Stopping an Adaptable change program a dangerous proposition

Putting an Adaptability program in place in an organisation is a bit like a farmer planting seeds and tending to the fields over the summer in anticipation of a great fall harvest. There’s a starting point and an end point. But a lot of things have to happen in between.

And if halfway through the growing season the farmer suddenly decides they don’t want to grow the crop they planted and pull it all up, all the preparations are wasted with nothing to harvest in the autumn.

Of course no farmer in his right mind would rip up his field halfway through the growing season. But unfortunately when it comes to change programs, organisations are notorious for plowing under programs before they’ve had a chance to bear fruit.

I recall working with an organisation during a change transformation when seven out of eight senior managers were dismissed from the company.

That in itself shouldn’t necessarily spell the end of a change process – but it usually does.

It generally comes down to egos. The men and women brought in to take over instinctively presume that projects championed by their predecessors are part of the reason they they were let go. As such, the first order of business is to take things in the opposite direction.

To be fair, new hires are almost always expected to make changes. Unfortunately, in the haste to make an impact, they often set forth on a campaign of destruction to distance themselves from the previous regime.

It’s the modern equivalent of defacing the statues of the last pharaoh – and just about as thoughtful.

But halting an Adaptable transformation during implementation can be disastrous on two fronts.

Adaptability programs are about growing people and if a new management regime halts a program midway through, the achievements that have occurred simply wither on the vine.

It also breaks the social contract  organisations make with the employees during the change. That unwritten contract stipulates that management will look after staff and invest in their future in exchange for the employees investing their careers with management. And if that contract isn’t kept the employees will leave.

Some of them have almost no choice. Because once change agents in an organisation find themselves back in a command and control environment without a change agenda, they leave.

To learn how Lloyd Parry International can transform your organisation into an adaptive culture using our Adaptive Business Framework please get in touch.

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How the blame game ruins adaptive cultures in command and control environments

Working with adaptive teams embedded within command and control organizations, I’ve noticed an unfortunate and entirely unnecessary phenomenon.

Adaptive groups rail against their management betters while those very managers eye their adaptive teams with a wary eye.

It’s a brutal cycle that breeds mistrust and anger at all levels and poisons any change effort championed from above. So I often find myself in the position of telling the adaptive teams to stop blaming the managers. Why? Because managers are just as trapped in the command and control culture as they are.

It’s simply a matter of perspective.

It’s not a shock that an adaptive team inside a mass production organization would see the world very differently from a manager that doesn’t understand where they are coming from.

Regardless, what is needed to get over the inherent mistrust is a blame-free approach from all parties.  Adaptive teams shouldn’t blame managers and management should allow the teams to experiment and learn.

When I point this out to adaptive teams, a figurative light bulb goes off as they recognize in themselves a small bit of hypocrisy. They blame management for criticizing them while being almost reflexively anti-management.  

By blaming managers who are stuck in the same system, these teams are simply perpetuating the negative and reinforcing unhelpful attitudes. And the only real way to get beyond it to recognize the bias and work to eliminate it.  

To continue to rely on the middleware / muddleware which connects both cultures is no solution. It just gets in the way of the organization’s mission and disrupts the overall work climate.

Since adaptive teams are generally those driving innovation within an organization, changing the management structure to that of adaptivity is usually the logical solution

To learn how Lloyd Parry International can transform your organisation into an adaptive culture using our Adaptive Business Framework please get in touch.

Organisational transformation: handle with care

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I’ve seen user warnings on all manner of chemical products from floor cleaner to hair spray. And for good reason. You have to ensure the products are used the way they were meant to be if they are to work properly. If not, people can get hurt, or property can be damaged.

img_7373Wouldn’t it be great if the same cautions were given when it comes to implementing management methods?

There are countless off-the-shelf management programs organisations put in place – but with no clear direction. The problem may be with the methods themselves. But just as often the problems come from people not implementing the way they are supposed to.

I’ve walked into organisations that have invited us in to talk organisational transformation and the suspicion among staff is almost palpable. I understand why and appreciate the caution. They’ve likely been through a ‘change’ before, which fit their organisation like an off-the-rack suit –  complete with amateurish alterations.

When Lloyd Parry works with an organisation on an adaptive transformation, we assess the work climate before we do anything else. Why the work climate? Because, put simply, the quality of a work climate is a predictor of an organisation’s long-term profitability.

The work climate reveals the thinking, feelings and perceptions of staff, managers and leaders. Taking all that in, we then work to determine the change route map, an informed choice of the methods we will use with the organisation. Most importantly, we ensure all staff and managers are fully informed as to how to use the methods and approaches we teach to good effect.

We don’t have a warning label on our change transformations because we don’t offer our services in a kit with instructions. We oversee every aspect of our work in making a workplace adaptable.

And that’s what sets us apart.

To find out how we can transform your organisation, please get in touch with us.