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10. Mobilisation and Client Leverage

10. Mobilisation and Client Leverage. Section Objectives. Introduce the basic concepts of mobilisation and leverage. Introduce the mobilisation building blocks and how they relate to more traditional practice approaches: Mobilisation events. Town meetings. Change agents.

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10. Mobilisation and Client Leverage

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  1. 10. Mobilisation and Client Leverage

  2. Section Objectives • Introduce the basic concepts of mobilisation and leverage. • Introduce the mobilisation building blocks and how they relate to more traditional practice approaches: • Mobilisation events. • Town meetings. • Change agents. • Action Learning Teams. • Suggest how mobilisation building blocks can be used on projects.

  3. OBJECTIVES OF MOBILISATION AND LEVERAGE Mobilisation and leverage interventions • Generating involvement, ownership and buy-in. • Creating momentum, energy, and focused action. • Leveraging consulting resource. • Leveraging organisation skills and knowledge. • Communicating widely and quickly. Objective of Mobilisation and Leverage Interventions How They Work “Move an organisation towards a purpose while achieving

  4. MOBILISATION AND LEVERAGE IN RESULTS DELIVERY Three key components of change deliver lasting improvement in business performance • Identify opportunities to improve performance, and implement changes to achieve them, e.g.: • Strategy • Process improvement • Process re-engineering • Cost reduction • Information Management “Improve” “Mobilise” “Sustain” • Mobilise and leverage the appropriate parts of the organisation to support the changes • Build the capability to sustain the changes and continue to improve, e.g.: • Business planning processes • Key performance indicators • Management development • Personal performance management and development systems Mobilisation supports the changes needed to improve and sustain the business.

  5. MOBILISATION AND LEVERAGE IN RESULTS DELIVERY What is the business case for mobilisation and leverage? • The primary benefit is as an enabler of sustainable change, not a deliverable in its own right: • A large amount of energy and emotion is released, which can be harnessed to drive the project forward. • Benefit derives from the deliverables for the project and workstreams: • Mobilisation can accelerate, giving a cash-flow impact. • Mobilisation can spread best practice, multiplying the effect. • Mobilisation involves and empowers, increasing support and lowering resistance to change. • Mobilisation provides context, and creates an alignment of activity with the organisational goals. • Mobilisation can touch sufficient people to get a critical mass of support. • Mobilisation can reframe thinking and create breakthrough solutions.

  6. MOBILISATION AND LEVERAGE IN RESULTS DELIVERY Many longstanding Gemini approaches include elements of mobilisation and leverage • Most project designs include streams designed to: • Communicate effectively across the organisation: • Launch • Newsletter • Helpline • Suggestion scheme • Roadshows, etc. • Gain organisational buy-in and alignment: • Executive/top management off-sites • Workshops • “Coaching” (especially in change skills) • The typical project process includes: • Cross-functional team building/problem solving (NWTs, Joint Team). • Involvement/validation by those affected by change (Brown/White Paper Fairs). • Additionally, Gemini has strong process and facilitation skills. See also “Communications” section.

  7. MOBILISATION AND LEVERAGE IN RESULTS DELIVERY However, these approaches can have limitations, if used in isolation • Joint Team, NWT members and clients touched are not always sufficient to achieve critical mass. • Can get “boxed in” organisationally, working in one part of the business, reducing transformation impact. • Communications streams often use passive media, such as newsletters. • Too slow! • Can generate only incremental, rather than framebreaking change. Limitations of Approaches Used in Isolation Benefits of Using With Mobilisation Tools • Can reach many more people than before, helping to achieve critical mass. • Can touch other parts of the organisation, broadening the transformation and awareness of Gemini. • Powerfully engages people around the change objectives. • Can cycle compress implementation. • Can be used to achieve radical change and stretch targets. The limitations are becoming more significant as our clients become bigger, more complex, and expect more consultant leverage.

  8. Mobilisation Building Blocks

  9. MOBILISATION BUILDING BLOCKS There are four basic mobilisation and leverage building blocks • Large groups, usually cross-functional, multi-level—which have a role to play in, or are affected by, specific sets of changes in the way they do business. • Forums for large groups of employees, usually multi-level, to address questions to, and get answers from, senior management concerning any aspect of the business: • Can be component parts of Mobilisation Events. • Client teams, usually led by a Change Agent, which create opportunities for radically different ways of improving and behaving through a process of discovery. • Clients who are trained by Gemini to coach and deliver mobilisation and leverage interventions. Building Block Description • Mobilisation Events • Town Meetings • Action Learning Teams • Change Agents

  10. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS Mobilisation Events are not one-off, isolated occasions • They must have a clear purpose within the Project Design: • Clear objectives, e.g. generate To-Be process. • Clearly defined inputs, outputs and next steps e.g. NWTs, RATs, ATs. • The participant list should be driven by the objectives, but is usually: • Cross functional. • Large (400 is the largest so far). • Mixed levels. • The ground rules for behaviour model other Gemini interventions, including Town Meetings. • To reinforce commitment, they should always generate actions: • Fully-fledged workstreams. • Action Learning projects. • Personal action plans.

  11. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS During successful Mobilisation Events, participants experience a predictable mindset change cycle Strong Positive Neutral Strong Negative Overcome obstacles to change Engage Mindset Change Cycle Intellectual Cycle Emotional Cycle Create new frame Break current frame • Prepare to suspend normal prejudices/ be objective • Recognise existing feelings as legitimate • See business issues from a new perspective • Feel demoralized/ angry about the status quo • Feel need to change • Begin to accept validity of new business perspective and goal set: global competition, shared aspirations, leveraging resources, winning • Begin to want to change, but don’t know how; angry that recipe not given • Explicitly raise and address personal and organizational obstacles to change • Define actions and workstreams; shift to line manager ownership • Begin to feel change is within their grasp/first steps are clear The design of the Event must ensure that participants are not at the emotional low when it finishes.

  12. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS Mobilisation Events have been used to initiate actions and projects to fix the Product Creation Process • Example: Electronics Company Agenda (2 days) • Evening • MD Welcome • Outside speaker: • Business Transformation Case Study (Plenary) • Day 1 • Introduction to Business Processes (Plenary) • Examples of PCP failures(Plenary) • Idea generation for Development Processes; As-Is mapping of marketing processes, and idea generation(small group work) • Report back(Plenary) • Prioritisation of PCP improvements(small group work) • Report back(Plenary) • Morning 2 • Action planning (small group work) • Report back(Plenary) • Close • Attendees: • Top 50 managers. • Objectives: • Identify key breakdowns in Product Creation and associated processes. • Develop possible solutions to Product Creation Process (PCP) problems. • Gain commitment to launch and support projects to fix PCP and related processes.

  13. Strong Positive Neutral Strong Negative Overcome obstacles to change Engage Create new frame Break current frame MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS The Event agenda must reflect the mindset change cycle • Each session needs to be clearly defined: • Objectives • Inputs • Outputs Introduction Background Scene setting Injection of data Small group work to identify ways forward Report back to whole group Small group work to refine solutions Report back to whole group Typical Agenda: As a stream progresses, the low point in the cycle will not be so marked.

  14. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS Properly planned, Mobilisation Events can create leverage • Events, although time consuming, can be time effective: • Usually can get more senior management time to work issues. • Gathers all key players together. • Forces pace in terms of decision-making. • Much more effective use of “part time” resource. • Emotional and intellectual energy can create breakthrough results. • Consultants can use Events to cycle compress and manage time: • Gains greater understanding and commitment faster. • An alternative to NWTs as an approach to managing streams of work: for example at a retail client: • 1 Consultant and 1 Joint Team member manage 3–5 streams. • Normal NWT approach might suggest 2–3 consultants and 5–7 Joint Team members.

  15. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS Mobilisation Events can be organised as a vertical cascade down the organisation • Example Event Description • Corporate and senior business managers generate Corporate initiatives, set targets and track progress. • Senior business managers and middle management clarify implications of corporate initiatives, and generate projects to meet targets. • Cross functional senior, middle and junior management use mobilisation Events as part of project architecture. • Analysis and data are carried from one session to another to build learning and capabilities. • Participants in one Event lead the cascade Events lower down, as appropriate CASCADE Town Meetings can be similarly used to cascade messages through an organisation rapidly.

  16. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS There are some clear CSFs for Mobilisation Events • Clear objectives and required outputs from the Event. • Commitment and support from the owner of the Event. • Carefully prepared input (garbage in, garbage out): • May have taken weeks or even months: • Brown papers. • Focus interviews/executive interviews. • Other analysis. • Carefully design the agenda: • Clear objectives and outputs from each session. • Manage the mindset change cycle. • Actively involve all participants as much as possible: • Minimise the lecturing. • Vary the nature of the sessions to avoid boredom. • Sufficient facilitators and floating resources to cope with the unexpected. • Facilitators well briefed on the content and outputs for each session. • Good logistics management during the Event. • Clear, unambiguous RACI.

  17. MOBILISATION BUILDING BLOCKS: MOBILISATION EVENTS Do not underestimate the resources needed for an Event • Manpower for: • Cost: • The cash cost will clearly vary depending on the scale of the Event, the location, and the sophistication. • The hidden cost is having a large number of managers out of the business for the duration, including travelling time. • Mobilisation events are now priced seperately on the Gemini pricing sheet. Preparation During the Event Follow-up • Event and venue logistics, including invitations. • Agenda design and specification of session outputs. • Injections of data. • Facilitator training. • Briefing the owner. • One facilitator per small working group (typically 10–12 people). • One overall Event facilitator. • One floating facilitator per 7 or 8 small working groups. • Secretarial/Mac resource. • Debrief with the owner. • Send out copies of the output (if not done at the Event). • Plan how commitments and action plans will be followed up.

  18. MOBILISATION BUILDING BLOCKS: TOWN MEETINGS A successful Town Meeting requires careful planning and management • Preparation: • Coach senior management group about their role. • Plan how questions will be collected and asked. • Facilitator should understand the “big issues” that are likely to arise. • Manage invitation and venue logistics. • During the Town Meeting: • Manage the nature of the questions according to the emotional level of the meeting. • Senior management answer questions, not give lectures. • Senior management should take decisions, rather than just give information, if the decision demands. • Focus on the issues—not the emotions and personalities. • Check that questions have been answered satisfactorily. • Record all commitments and questions that are deferred for lack of information. • Follow-up: • Debrief senior management. • Distribute meeting summary and next steps. • Ensure outstanding questions are answered, and decisions implemented.

  19. MOBILISATION BUILDING BLOCKS: CHANGE AGENTS Change Agents are the key to real leverage • Change Agents should be: • High fliers. • Well respected in the organisation. • Able to influence people. • Change Agents need training to deliver Mobilisation Events and Town Meetings, and lead Action Learning Teams: • Change Management skills. • Project design management skills. • Team building skills. • Change Agents need support: • Senior management mentors: • To guide the Change Agents. • To help them overcome obstacles. • Offline coaching: • Day-to-day project management issues. • Network of other Change Agents where possible. Change Agents also need a clear mandate from senior management if they are to be effective.

  20. MOBILISATION BUILDING BLOCKS: ACTION LEARNING TEAMS Gemini needs to create the conditions for Action Learning Teams to succeed • Action Learning Teams are: • Usually led by Change Agents. • Usually part time. • Charged with solving a specific problem. • Temporary. • The CSFs are: • Charter requires a “Breakthrough”. • Change Agent selection and training. • Visible senior management support and commitment. • Explicit commitment of superiors to the time contract of team members for regular role and ALT role. • Mentoring role of senior managers with Change Agents. • Clear date for reporting back achievements to senior management. • Regular support, coaching and progress checking by Gemini/project office with Change Agents.

  21. MOBILISATION BUILDING BLOCKS: ACTION LEARNING TEAMS Action Learning Teams are the highest form of leverage, both of the organisation and consultants • Action Learning Teams tend not to be as driven by established procedures or skills as a Gemini NWT or Analysis Team, but offer much more leverage. • Action Learning Teams provide the opportunity for invention and reflection, creating the environment for the client to develop breakthroughs in performance. NWT • Medium learning • Medium leverage • High control • Strong deliverables Analysis Team • Patchy learning • Low leverage • High control • Very strong deliverables Action Learning Team • High learning • High leverage • Low control: higher failure rate • Patchy deliverables High leverage models contrast strongly with other Gemini approaches in terms of the control that can be exercised. See also “Task-based Teams” section for other types of teams on projects.

  22. MOBILISATION BUILDING BLOCKS Client expectations need to be very carefully managed when using mobilisation building blocks • Mobilisation Events are costly and high profile: • Clients need to understand why we are doing them and where they fit in, so that they can support or defend them. • Town meetings need careful preparation, time and personal investment from senior management • Higher potential return in mobilisation but higher related risk in managing process and outcomes. • Action Learning Teams are “high leverage, low control”: • Clients need to understand why we are doing them, and what to expect in terms of benefits and deliverables, compared with other consulting approaches. • Mobilisation benefits are primarily in terms of enhancing other outcomes and benefits: • Seldom directly quantifiable.

  23. Mobilisation in Projects

  24. MOBILISATION IN PROJECTS There are two different levels of mobilisation • Transformation mobilisation: Mobilise the entire organisation around the transformation. • Stream mobilisation: • Mobilise the affected parts of the organisation around the stream: • This is appropriate in transformation and non-transformation projects. Mobilisation should never be a separate stream, but an integral part of the way we deliver projects. See also “Project Design” section.

  25. MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION What does a mobilised organisation look like? • Vision and values are clear and understood. • Vision translated to every job—employees know how they contribute. • Individuals feel a sense of ownership of the company’s performance. • Forums exist for individuals at all levels to contribute to defining how the vision will be implemented. • Communication is fast and fluid and a by-product of involvement: • Understanding and knowledge are sources of competitive advantage for the organisation, not individuals. • Improvement initiatives are ambitions, focused top-down and driven bottom-up, and encounter little resistance (there are few surprises; the whole organisation is actively engaged). • Once a direction is chosen or decision is made, it moves fast: • Faster than competitors because of an aligned and committed workforce. Since Transformation requires a business to work with new paradigms, mobilisation needs to be part of the project design.

  26. MOBILISATION BUILDING BLOCKS; MOBILISATION EVENTS Over time at the Electronics client, a model of horizontal cascades developed CII CII FUa(2) CII FU(3) CII FU(4) • PCP focus Change Agent Training • Train Change Agents for PCP projects Change Management Programme Projects to fix PCP • Focus on Development Resource Allocation Process Project facilitation OEM Centurion • Focus on quotation process • Allow priorities to be set Business Planning Centurion • Focus on strategic planning process CII FU(5) • Review achievements Analysis and data are carried from one session to another to build learningand capabilities. a. FU = follow up.

  27. Event Event NWT NWT • Launch • Review charter • Initial idea generation • Generate To-Be from As-Is Event Event RATs • Launch • Identify quick hits • Report back on achievement Event Event Event AT AT AT • Launch • Review current strategy, emerging issues • Review initial findings • Develop outline strategic options MOBILISATION BUILDING BLOCKS The mobilisation building blocks complement other Gemini technologies • Mobilisation Events can be combined with NWTs, RATs and Analysis Teams in many ways, e.g.: Process re-engineering Quick hit improvements Develop strategic intent

  28. MOBILISATION BUILDING BLOCKS The mobilisation building blocks complement other Gemini technologies (cont.) • Facilitation skills are important for all the building blocks: • Mobilisation Events require challenging facilitation to deliver the outputs. • Good facilitation is key to the success of Town Meetings. • Change Agents need to be trained in facilitation. • PS/TB is equally a core requirement: • This is at the heart of the small group work sessions in Mobilisation Events. • Again, a core skill for Change Agents to use with their teams. • Joint Teams can be involved in preparing and running Mobilisation Events and Town Meetings. • Executive Steering Groups are just as relevant to managing the project when using mobilisation and leverage building blocks. • Client communications and newsletters are still necessary, reaching even larger audiences and informing them of the projects, progress and changes. See also “Client Communications” section.

  29. MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION The initial mobilisation architecture should be developed at the Project Design stage • The data needed would usually be collected during the Scoping phase. • The project design should consider the three key dimensions: • The top clients should be involved as early as possible to create additional ownership and gather further insights: • The Transformation Map is a powerful tool for this. • Not every population should be targeted Improve Mobilise Sustain See also “Transformation Mapping” section.

  30. MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION The mobilisation imperatives are the gap between the As-Is and the mobilised To-Be organisation Internal (Executive & Focus Interviews) External Benchmarks • Industry • Their issues • Skills • Who they admire • What do they think needs to be done? • What are they doing? • What has been tried? • History: Background, training; mobilisation, initiatives, change programmes • Including: • Industry leaders • Technology trends • Customer trends • Competitor actions • Different geographic markets Organisation As-Is Organisation To-Be Mobilisation Imperatives • Power imbalances • Disconnected • Power balances • Connected

  31. MOBILISATION IN PROJECTS: TRANSFORMATION MOBILISATION The mobilisation architecture—the plan to move the organisation—can be developed based on the imperatives • Example: European Retailer (process took about 1 month) Mobilisation Imperatives Organisation As-Is Organisation To-Be • Partnership between Retail Operations and Buying & Merchandising • Raise management competence • Standards set and maintained in basic • CEO/Division divide • Financial underperformance • Buying and merchandising • CEO/Divisional MD team • Strong financial returns • World class retailer • Customer driven • Entrepreneurial culture • Empowered store managers • Respected management capability • Staff identify with divisions and corporate Mobilisation Architecture • Large (300 person) Events focused on store manager, with CEO, MDs and other executives present • Event for top 130 to develop the vision • Develop Executive Group (CEO & MDs) • Cross corporation management, store managers and sales staff development workshops • NWTs to engage middle management on supply chain and retail best practice

  32. MOBILISATION IN PROJECTS: STREAM MOBILISATION Mobilisation building blocks are valuable within individual streams too • The same three key dimensions are relevant to the stream design: • Mobilisation seeks to create shared ownership and momentum for problems and their solution through involvement. • The benefits can include: • Gain a critical mass of support for the change. • Reduce resistance to change. • Compress the time to implement change. • Leverage the organisation’s knowledge and experience. • Leverage the consulting resource. • Embed learning so efforts are sustaining. Improve Mobilise Sustain

  33. MOBILISATION IN PROJECTS: STREAM MOBILISATION Small scale Mobilisation Events have been used to develop shared visions and business plans • Example: Chemicals Company (6 months): Understand implications of corporate history How well are we performing? What are our core competences and improvement opportunities? What are the options for the business in the future? Develop shared vision Launch initiatives and deploy resources Leadership Group Events: • Action Learning Team of high-potential middle managers supports leadership by preparing high-quality analyses, insights, and recommendations. • Action Learning Team members later used to lead projects to begin making the vision happen. • Example: Electronics Company (2 months): • Review Business Plan • Raise issues • Finalise Business Plan • Agree process • Surface initial concerns • Review findings • Raise issues • Review draft restructuring plan • Raise issues • Agree restructuring plan • Review analysis • Raise issues AT AT AT AT AT • Revise Business Plan, add action plans • Review of market, customers, competitors and costs • Additional analysis • Develop draft restructuring plan • Revise restructuring plan • Analysis of new markets, industry trends • Additional analysis • Product range requirements • Draft Business Plan

  34. MOBILISATION IN PROJECTS: STREAM MOBILISATION A combination of Analysis Team, mobilisation Events and coaching have been used to drive project workstreams from the Strategy and Operating Plan NWT Coached Operating Plan Development Board Review Board Review CEO Present- ation NWT Project Workstreams AT NWT NWT Operating Planning Event 1 (50 people) Operating Planning Event 2 (80 people) Strategy Development The Managing Director was very pleased with the level of commitment to the operating plan and project workstreams.

  35. MOBILISATION IN PROJECTS: STREAM MOBILISATION A two day, 100-person Event kicked off five major streams, identified training needs, and highlighted the need to “just do” other things Steering Group HR Kick-off Event 10–15 workshops for 25–40 people each Management Capability NWT Performance Mgmt • All of these streams will use NWT members from the Kick-off Event, and will use mobilisation tools to pilot cross-divisional processes in lead divisions • Led by 1 Gemini consultant and 1 joint team member NWT Branch Mgr Dev NWT Sales Staff Dev TM Productivity NWT HR Change Skills Training Workshops for over 100 HR professionals Action Learning Team • Specific Action Plans • Equal opportunities • Cross-division job opportunities Action Learning Team The kick-off Event was key to setting priorities and gaining commitment.

  36. Resources: • 60% Gemini consultant. • 11/2 Joint Team members. MOBILISATION IN PROJECTS: STREAM MOBILISATION Mobilisation Events were used to accelerate the implementation of performance planning and monitoring systems in a 7-division business • 60 people: • Mainly from divisions. • 20 positioned as NWT members. • Inputs: As-Is from A&D. • Outputs: Strawman To-Be. • Presentation to CEO and MDs at the end: • Builds. • Sign off. June July August September October NWT: Strategy Planning Process NWT: Key Performance Indicators NWT: Budget Process NWT: Capex NWT: Operating Planning Process To-Be refinement Achievements: • Compressed: • Budget cycle (6 months to 6 weeks). • Capex cycle (9 weeks to 3 weeks). • Introduced: • Strategic and Operating planning processes. • Key Performance Indicators. • Reviewed first set of Operating Plans on 15 September.

  37. MOBILISATION IN PROJECTS: A&D Mobilisation has been used in a number of A&D’s and is planned to take an increasingly prominent role in scoping transformation Typical time line (Weeks) 1–2 3–4 5–6 7–8 Phase Elements • Introduction to Business • Clarifying issue • Identifying alignment/energy • Sizing issue • Creating insights • Earning right • Developing way forward • Project start-up Board and functional focus interviews Mobilisation Tool Top management team workshops Mobilisation events Town meetings Mobilisation accelerates and deepens client buy-in and can compress the cycle time.

  38. MOBILISATION IN PROJECTS: A&D At a retail client, it was key to consistently developing the Board, and took 4 not 6 weeks as a Scoping phase Week 1 Week 2 Week 3 Week 4 Time Line • Clarifying issue • Sizing issue/creating insights • Developing way forward • Project start up Phase Elements EI Board Board updates Board Project Design ESG ATs RATs NWTs Group Work FI Departmental [Some diagnostics] Functional Project Design • Upward momentum (after executive & focus interview state) • Roll out Town Meetings Mobilisation is not just for the “Masses”.

  39. MOBILISATION IN PROJECTS: A&D Judgement and timing are key when mobilising within an A&D, but the rewards can be great Benefits Caveats Board Executive Interviews (EI) • Eliminates: • Many unnecessary hours of individual EIs and feedback • Hours of analysis and panel smithing • Demonstrates how the Board work together • Facilitates concensus: • Manages conflict • Builds tremendous springboard into: • Board updates • Board project design • Moves the Board on in their understanding of themselves and the Business • Develops total Board relationship necessary for Results Delivery transition • Develops consistent/sustainable Board trust • Retain a number of 1:1 meetings with key clients to: • Capture differences/dissent • Handle highly confidential information • Build partner relationship with MD/KIs Functional Focus Interviews (FI) • Eliminates unnecessary hours of individual meetings to collect and feed back • Captures whole department • Depersonalises • “Educates” lower levels within Organisation • Lays foundation for Results Delivery co-operation • Retain a number of 1:1 meetings with key clients to: • Capture differences/dissent • Handle highly confidential information • Build partner relationships Town Meetings During weeks 2–5 During weeks 5–8 • Groundswell/approval of need confirmed • Data inputs to Study Design or Project Design • Starts expectation of communication • Updating mechanism • Roll-out mechanism • Launches format for wider data collection/problem-solving forums • Can be extended as a vehicle for workstream acceleration within RD (e.g. leaping from As-Is to To-Be) • Be clear on type and outputs of meeting • Timing is vital to use outputs correctly

  40. MOBILISATION IN PROJECTS: A&D At a retail client we directed the Board and mobilised the masses • 2 issues: • How to expand to Continent • How to destroy Retail Ops mafia MD & KI interview 1 : 1 27 ISSUES!! (all UK based) • We saw hidden issues: • Board weaknesses • Lack of decision making • Lack of focus • Unused to working together • Issue identification: • Background • Themes • Prioritisation vs Strategic Intent and Ops plan • Current initiatives • Reasons for failure Board starts to recognise own weaknesses • 2 key issues: • Strategy • LFL decline • Business targets vs progress on current initiatives: • Gap analysis • Study/next steps design • Board Updates • Confirmation • Sizing • Redirection • Reprioritisation • Decision making Study Planning Study Findings • Functional FIs • Analysis • Findings • Creating Board confidence • Energise • Legitimatizes • Board Project Design—using Metaplan • (i) Preliminary design data • Internal • External • [inter meeting detail design] • (ii) Ratification of Design and Targets • Town Meeting • Feedback

  41. MOBILISATION IN PROJECTS Although we are still experimenting with what to use when, we can outline some initial ideas Possible use of mobilisation tools Change Agent/ Action Learning Team Possible other tools also employed Task Mobilisation Events Town Meetings • Develop strategic intent • Develop business strategy • Develop intent/strategy with senior management • Gain commitment of senior/middle management to the intent/strategy • Communicate strategy/intent to the whole company • Evaluate and implement new business opportunities • Develop intent • Analysis Teams to inject data into Events/structure and further develop hypotheses and recommendations discussed at Events • Identify best practice • Bring together practitioners to identify Best Practice • Bring together practitioners to disseminate • Communicate activity around Best Practice and surface concerns • Codify Best Practice • Implement Best Practice • Create new practices • Analysis Teams to benchmark • NWT to codify Best Practice • NWT to implement Best Practice • NWT to construct As-Is • NWT to refine To-Be • NWT to implement To-Be • RATs to effect “Easy Wins” • Process improvement • Process re-engineering • Generate As-Is • Validate As-Is and generate To-Be • Validate refined To-Be • Communicate activity around process improvement/ re-engineering and surface concerns • Construct As-Is • Refine detail of To-Be • Implement To-Be • Organisational redesign • Organisational right-sizing • Different parts of the organisation work through the implications of the new organisation • Communicate the new organisation, the underlying rationale, and surface concerns • Develop new teams, post the changes • Analysis Teams for sensitive organisational design/right-sizing To-Be • NWTs to map As-Is

  42. MOBILISATION Learning from Experience • Current experience is project based, and only a starting point: Client Tools Used Key People Consumer Mobilisation Events John Bateson 340 3503Electronics Town Meetings Jayne Buxton 340 3196 Change Agents/Action Marc Coladon 441 2047 Learning Teams Gavin Fraser 340 3222 Faith Gibson 340 3100 Joanna Horsfall 340 3245 Mark Harford 340 3235 Retail Mobilisation Events David Barrett 340 3182 Town Meetings Carrie Coombs 340 3205 Peter Keuls 340 3262 Mary Kennedy 340 3261 Harry Steadman 340 3337 VMS

  43. MOBILISATION Learning from Experience (cont.) Client Tools Used Key People FMCG/Drinks Action Learning Teams Peter Keuls 340 3262 Faith Gibson 340 3100 John Riker 340 3316 Chris Tchen 340 3341 Financial Action Learning Teams Faith Gibson 340 3100Services Mobilisation Events Peter Keuls 340 3262 John Riker 340 3316 Chris Tchen 340 3341 Mobilisation in A&D’s Gavin Fraser 340 3222 Didier Bonnet 340 3189 VMS

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