Choosing the right competitive strategy

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Competitive strategies

There are lots of theories on Competitive Strategies. Possibly the best known are Michael Porter’s in 1985 in his book "Competitive Advantage: Creating and Sustaining Superior Performance."

Porter identified generic strategies "Cost Leadership" (no frills), "Differentiation" (creating uniquely desirable products and services) and "Focus" (offering a specialized service in a niche market).

The counter-argument to this idea of focus on price (Lidl) or quality (M&S) is the increasing demand from customers to do both “..Good food costs less at Sainsbury’s..”

The challenge is: Can you be both low cost and high quality without trade-off? Some argue to be “stuck in the middle” is the worst scenario, others that “ticking all the boxes” is the best.

This is interesting because choosing the right strategy for your organisation is important. As a Commonwealth Games triathlete my experience is that you need to balance swim, bike and run to achieve success. Excellence in one at the expense of the others will be sub-optimal. I believe the same is true in business and so the need to manage the trade-off is essential. This leads me to Apple and another argument about Competitive Strategies.

Authors Michael Treacy and Fred Wiersma describe three generic competitive strategies, or value disciplines: operational excellence, customer intimacy and product leadership. These are described in their book, The Discipline of Market Leaders (1997).

I would argue that Apple have great products (ipad, iphone,etc.) and are examples of Product leadership and this is at the expense of Customer intimacy, in-so-far as you can only “customise” using after-market products the Apple products are standardised and pretty locked-down.

Similarly would suggest buying a burger at MacDonalds is an example of Operational excellence. You know what you are getting and it is cheap, fast, efficient and standard. Note that operational excellence is not just about the product, it is about the entire value chain from sourcing, logistics, premises, people, and production. This is a marked difference from buying anything bespoke or customised to the customer’s particular requirement.

So what?

Rather like the argument “..Good food costs less at Sainsbury’s..” I wonder if pursuing an exclusive approach of operational excellence, customer intimacy or product leadership is a wise move or putting yourself into a corner.

Here the trade-offs appear to be less about the product (price, quality, functionality) and more about organisational design and core competency. The difference between a factory produced product and a craftsman produced product may be debatable but there is a big difference in the organisational design and core competency.

I suggest that you may be able to modify a product (price, quality, functionality) much more quickly than you can change organisational design and core competency.

This is interesting because choosing the right organisational design and core competency for your organisation may be a much longer-term and committing decision.

MORE INFORMATION

More information on Michael Porter and Competitive strategies
http://www.mindtools.com/pages/article/newSTR_82.htm

More information on The Discipline of Market Leaders (1997).
http://www.marsdd.com/mars-library/competitive-strategies-in-operational-excellence-customer-intimacy-and-product-leadership/




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THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

Is it right to raise the bar?

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Is it right to raise the bar?

There is an argument that if you can jump High Hurdles then you can jump Low Hurdles. But it isn’t necessarily true if you can jump Low Hurdles then you can jump High Hurdles. So logically you’d train for High Hurdles and be able to do both?

Not true!

That’s like saying if you can run 26.2 miles you can obviously also run 100meters, but you won’t find any marathon runners squaring up against Usain Bolt!

Over-capitalising, gold-plating or over-engineering solutions is more likely to cause failure than safeguard success: The demise of Saab motor company is probably a good example.

Likewise “… the enemy of a good project is the dream of a perfect project…” or my personal view on Project Management: 100% done is better than 70% perfect.


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ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

If you were a car, which would it be, and why?

I recently attended a Leadership workshop which suggested that we should aspire to market ourselves as the human equivalent of the Burj Al-Arab: premium priced and top of the range, compared to a truckers café or the intermediate option, the Hilton. I understand the logic, but I am not convinced and here is why…

BRANDING, COMMUNICATION AND CONGRUENCE

If you believe in self-branding then you need to align what you say and what you do. You need to “walk the walk, as well as talk the talk”. Any mis-match between your words, actions and values will undermine you message, credibility and branding and loose you friends and followers who may perceive you as disingenuous.

Arguably branding and communication go hand-in-hand since the former is about perceptions and expectations (what’s in the head of the audience) and latter is about motivating and directing (the audience actions and outcomes).

Branding = Perceptions and Expectations
Communication = Motivating and Directing

If these are aligned then you will at the very least be a great communicator and probably a good leader because people know, understand and follow it’s like the music and lyrics coming together to make a song everyone can sing.

PERSONAL BRANDING

Rather than compare myself to the Burj Al-Arab I’d rather make a simpler comparison of myself as a car since more people can identify with a car than a hotel that most will never visit.

I’d not be an expensive sports car (too flashy, expensive and impractical) nor an old banger (cheap, nasty and unreliable) but perhaps a VW Van, at the comfortable end of the scale. Why? Because it is comfortable, practical, affordable, flexible, utilitarian and fun, as well as being versatile to different situations and appealing to different drivers for different purposes.

We could extend this branding idea further: What you wear, where you eat; what you drive. In my case I wear a smart suit, but not designer. I prefer a café and wholesome food to a flashy restaurant. I drive a van (when travelling to triathlons) and an estate (for carrying canoes, rowing kit, sailing kit, mobile gym etc.)

I’ll accept the vehicles and their reasons are uncommon, but a quick look in the car park and a walk through town suggests to me my choices are mainstream and that for every Porsche driving diner of La Capinina wearing a Gorgio Armani suit and Barker shoes there are at least 100 people more like me.

Why should I aspire to market myself as the human equivalent of the Burj Al-Arab? Surely to win friends and influence people (or do business with them) I should be more like them, so that they like me. Ingratiating yourself to social-economic class to which you don’t belong is unlikely to be sustainable.

This reminds me of the problems which led to the economic collapse: people spending money they don’t have, on things they don’t need, to impress people they don’t like.

CONCLUSION

You don’t have to be flashy or expensive to be successful. Indeed I would council toward being more down-to-earth and affordable.



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ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers

Why should anyone aspire to be a leader?

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Why should anyone aspire to be a leader?

I have been recommended a book: Why Should Anyone Be Led by YOU? Authors Robert Goffee and Gareth Jones. I was alarmed at the idea that someone should think of me as a leader, or indeed that anyone should aspire to be a leader.

THE BOOK

I have ordered the book from Amazon and may offer an opinion in due course. However I have read a Harvard Review white paper by the same title which says..

If you want to silence a room of Leaders, try this small trick. Ask them, “Why would anyone want to be led by you?” We’ve asked just that question for the past ten years while consulting for dozens of companies in Europe and the United States. Without fail, the response is a sudden, stunned hush. All you can hear are knees knocking.

Leaders have good reason to be scared. You cant do anything is business without followers, and followers in these “empowered” times are hard to find. So Leaders had better know what it takes to lead effectively-they must find ways to engage people and rouse their commitment to company goals. But most don't know how, and who can blame them? There’s simply too much advice out there. Last year alone, more than 2,000 books on Leadership were published, some of them even repackaging Moses and Shakespeare as leadership gurus.

We’ve yet to hear advice that tells the whole truth about leadership. Yes, everyone agrees that leaders need vision, energy, authority, and strategic direction. That goes without saying. But we’ve discovered that inspirational leaders also share four unexpected qualities:

Humanity: by exposing some vulnerability, they reveal their approachability
Act: their ability to collect and interpret soft data helps them know just when and how to.
Do: Inspirational Leaders empathize passionately-and realistically –with people, and they care intensely about the work employees.
Themselves: they capitalize on what’s unique about them

You may find yourself in a top position without these qualities, but few people will want to be led by you.   Our theory about the four essential qualities of leadership, it should be noted, is not about results per se.  While many of the leaders we have studied and use as examples do in fact post superior financial results, the focus of our research has been leaders who excel at inspiring people in capturing hearts, minds and souls. This ability is not everything in business, but any experienced leader will tell you it is worth quite a lot. Indeed, great results may be impossible without it.

If you would like a .PDF copy of the Harvard Review white paper please email me timhjrogers@cichange.org

WHY NOT BEING A LEADER IS A GOOD THING

A quick look at history will give you many examples of leadership and in many cases the leaders may have been great at pursuing their agenda and adept at getting people to do their bidding, but it isn’t universally the case that their leadership was beneficial to others.

This is most obvious in the context of war: Hitler, Attila the Hun; Genghis Chan, were all great leaders but I don’t aspire to be like them and might worry about anyone who does.

It rather like the joke, we should never elect anyone who wants to be a politician, since power should be conferred to people who want to get things done, not simply in to those with the desire for power.

Being invited to join a Leadership Group and recommended a book: Why Should Anyone Be Led by YOU? Rather made me feel like Groucho Marks who said “I don't want to belong to any club that will accept people like me as a member”

BEING A ROAD BUILDER

Instead I would prefer to be a knowledgeable road builder: tell me where you would like to go and I will offer the tools, techniques, templates and training to support your project. If it is interesting and rewarding you can also have my passion, drive and enthusiasm to help you along the way.

I’d like to be respected about the matters of which I am knowledgeable and consulted on the issues which affect me, and where I can add value. But I don’t seek to be a leader, and am rather disappointed that so much resource and attention is dedicated by so many, to so few, with such little success or benefit.

Despite 2,000 books on Leadership I see very little great leadership and would better value getting things done than having amassed many votes or having an adoring following.

I enjoyed a phrase quoted in a recent meeting “the enemy of a good plan, is the hope for a perfect plan”. I have often suggested that “100% done is better than 70% perfect” and there are many similar views and phases: “a bird in the hand is worth two in the bush” or “better to catch one rabbit than pursue two”. These truisms have in common the idea of just getting the basics right: This doesn’t require leadership.

Collaboration, co-operation, communication and community is about facilitation and generally more successful between equals rather than between leaders and followers. The advantage in being a consultants or a change manager is that you offer a neutral Switzerland for ideas, debate, discussion, discover and growth this is much more difficult when you are standing on someone’s career ladder.

I don’t doubt that the world is a better place for Martin Luther King; Ghandi and other great leaders but what is interesting is that their leadership was not sought but the outcome of circumstance.

Winston Churchill for example was a great war-time leader, but only put in office when circumstances demanded and quickly voted out when the state of affairs changed for the better. This idea is sometimes referred to as contingent leadership.

See http://www.practical-management.com/Leadership-Development/Contingent-Leadership.html

SIX LEADERSHIP STYLES

There are, of course, many types and styles of leadership

Here are six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:

1.THE PACESETTING LEADER expects and models excellence and self-direction. If this style were summed up in one phrase, it would be "Do as I do, now." The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.

2.THE AUTHORITATIVE LEADER mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be "Come with me." The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

3.THE AFFILIATIVE LEADER works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be "People come first." The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.

4.THE COACHING LEADER develops people for the future. If this style were summed up in one phrase, it would be "Try this." The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.

5.THE COERCIVE LEADER demands immediate compliance. If this style were summed up in one phrase, it would be "Do what I tell you." The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

6.THE DEMOCRATIC LEADER builds consensus through participation. If this style were summed up in one phrase, it would be "What do you think?" The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

See https://infopeople.org/sites/all/files/past/2006/exploring/cg_EI_leadership_styles1.pdf

Only in extremis would I step in to be a leader, not least because the moment you make the step from facilitator to leader you risk treading on the toes of the people you were seeking to support. That move may not be welcome!

POWER V POSSIBILITIES

It seems late in this blog to think about the definition of Leadership, but it is useful ahead of debate about leadership and power.

Leadership is…

1. the position or function of a leader, a person who guides or directs a group: "He managed to maintain his leadership of the party despite heavy opposition."
Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.

2. ability to lead: "As early as sixth grade she displayed remarkable leadership potential."
Synonyms: authoritativeness, influence, command, effectiveness; sway, clout.

3. an act or instance of leading; guidance; direction: "They prospered under his strong leadership."

4.the leaders of a group: "The union leadership agreed to arbitrate."

Becoming a leader appears to be significantly about the acquisition and use of power. There are many source of power, and all seem to be related to the management of people and resources.

Coercive power -The ability to impose sanctions or punishment to gain compliance
Reward power -The ability to provide rewards or recognition to gain compliance
Legitimate power -The right to influence the activities of others based on job or position
Expert power -Respect gained based on skills, expertise or experience
Referent power -Positive personal traits or integrity
Information power -Possession of or access to, valuable information
Connection power -Access to others who can provide rewards or sanctions

See http://www.plantservices.com/articles/2011/06-human-capital-leadership-power/

Being a consultant, change manager, facilitator or mentor I am more interested in the potential of ideas and growth through education and understanding rather than direction.

For example, my founding of ciChange.org and curatorship of TEDxStHelier.com is more to do with a passion for teaching, learning and sharing ideas and growth than the pursuit of politics or corporate commercial success.

LEADERSHIP FEEDBACK

I am interested in leadership.

If you have ideas which either agree with, or challenge the views in this blog please don’t hesitate to give me a call 07797762051 if you’d like to discuss on the phone, or send me a meeting invitation timhjrogers@cichange.org and I’ll buy the coffee.




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ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

How to survive and thrive during turbulence change and confusion

ciChange

How to survive and thrive during turbulence change and confusion

At the last ciChange event Mark Baker and Claire Boscq-Scott talked of how to survive and thrive during turbulence change and confusion. It was a great presentation. If you want details or slides see the contact details below.

Contact Mark Baker and Claire Boscq-Scott
http://www.markbakerspeaks.com/contact/
http://www.cbscustomerservices.com/

Another perspective

Since then having done some work for TEDxStHelier and following attendances at a Projects and Programme conference in the UK, as well as having participated in two Un-conferences this year I have formed my own thoughts. These are substantially informed by the Incorporation of the Post Office circa 2000 and the Incorporation of Harbours and Airport at present.

It is worth looking at the Incorporation projects as a case study for how to survive and thrive during turbulence change and confusion. Incorporation is not privatisation; it is simply turning a public sector, civil servant, non-profit organisation into one which is commercially driven, customer focussed and self-sustaining.

The ownership (by the government) remains the same, but the drive, agility, skills and risk appetite all change as the organisation “grows up” to leave the nest and compete in the real-world where survival of the fittest is actually nothing to do with being in a strong monopoly position but requires something else. Having a monopoly on Post, Telecoms or Ports is like being a dinosaur with few rival enemies but much vulnerability to changes in the environment.

For example the treats to Post, Telecoms or Ports were not another set of Post, Telecoms or Ports but changes in the markets and customers eg reduction of letter-mail and increases in email, the increased globalisation of internet services and the merge of voice, video and data and different travel aspirations and destinations in 2020 from 1970s. These are all social-economic, customer and technology driven change which pose threats to dinosaur behaviour.

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change" – Charles Darwin

So you have a recipe for turbulence change and confusion through the transition from public service to customer focus, with significant anxiety for those who both seek opportunity and growth but are reluctant to leave the nest. For many the voices shouting “don’t do it” are as loud as those saying “jump, fly, you can, you must, it will be great”. Ironically the ones saying DONT are usually the ones in the nest terrified of being left alone and the ones saying DO are those wanting to share their experience with their peers.

HOW TO SURVIVE AND THRIVE DURING TURBULENCE CHANGE AND CONFUSION

ELIMINATING CONFUSION

Clear concise communications is key to managing confusion. Don’t let mis-information or speculation fill the void. The absence of consistent messages often results in people filling the vacuum with their own speculation, aspiration, drama or conspiracy. Make sure your messages are consistent in everything you say, everything you do, everything you write, everything you display. All advertising works by repetition, and dog training is based on consistent conditioning; of rewards (treats) and punishments (reprimands). Humans are little different in their responses to encouragement (belonging) and disapproval (antipathy)

Remember that people seldom follow a lone Leader; more often they follow their friends, family, social circle etc., so seek to appeal to a broad following and the cultural and community leadership so that the communication is understood and shared at the dinner table, the pub, the club as well as at work. People ‘believe’ when the message is prevalent everywhere they see, look, hear and are suspicious or sceptical if the message only has one-voice and no apparent support.

BEING CLEAR ON WHAT CHANGES

Because change is constant, like the tides, seasons and commercial cycles it is easy to forget that some change is readily accepted as normal. Be careful in your language to clarify what is changing or needs to change and what will remain the same. Most people welcome change, novelty, fashion, surprises, and new experiences.

What they are more concerned about is when it is done to them, or will upset them, their friends, family, social circle etc., This is about personal and social identity, and it is why “face saving” is so important in a period of change. It is ok to challenge or provoke, but do not humiliate or embarrasses or you will create enemies and resistance. Give people the tools, training and opportunity to manage how the change applies to them and they will quickly adapt where there is a benefit to do so. Otherwise the only logical response to a change that is not beneficial and cannot be managed is to resist the change.

TURBULENCE

Turbulence is fun, if you like roller-coasters! The trick to avoiding terror or not throwing up is about confidence and managing the pace of the ride. Inevitably some will want to go as fast as possible and keep doing it. These trail blazers can be great initiators. They can also fatigue and worry the reluctant cohorts who may quickly decide it is a safer option to be a spectator and become very resistive when it is their time to take a turn.

What is needed is coaching, mentoring a trust. Having once done a trapeze course, I can vouch for the one-step-at-a-time approach using competent people who inspire confidence and trust. Attached to safety-lines with catch-nets suddenly the whole thing becomes much more do-able.

Managing turbulence is amount minimising factors that create the type of fear which paralyses thinking, trust, and endeavour. Seek and use people who inspire confidence and trust, then put in the safety-lines with catch-nets including training, pilots, have-a-go, try-before-you-buy, experiment or what-ever is a suitable equivalent for your organisation.

SURVIVAL

Don’t expect everyone to love the experience. But do be clear about the minimal survival criteria. Very few people can run 10 kilometers in under 40minutes, but *anyone* can manage 6.25miles over the course of a day, a week, a month. If you have a bread-crumb trail to guide them, some cheering supporters and a great incentive and a sense of personal desire (to be liked, to be thinner, to be fitter, to be better, to be respected) then people can and will survive the change.

However, don’t immediately make them undergo another challenge, and another, and another in quick succession. This results in change fatigue without any satisfaction or pride for each accomplishment. As an athlete I recognise that rest, recovery and reflection is essential between each hard effort; anything else just drills you into the floor.

THRIVE

Success comes from making this rest, recovery and reflection just enough to learn, become stronger and more confident for the next challenge. The more you do, the more you are able to do.




ciCHANGE FEEDBACK

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Facebook http://www.facebook.com/ciChange
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ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

FOUR LESSONS FOR WORKING WITH NON-EXECS

I attended a rather excellent presentation by Paul Marett at the invitation of Marbral (marbraladvisory.com) and whilst I would not normally name drop in a blog the presentation was good quality, confirmed some of what I suspected and challenged a few preconceptions and therefore in my opinion was an excellent presentation worthy of the mention even if readers outside Jersey have no idea who Paul Marett or Marbral are (details below).

Four things occur to me about the presentation

STANDARDS
There are some excellent national and international standards, models, guidelines which businesses can call upon to guide their thinking, benchmark their performance and health check their operational processes.

GUIDANCE
There is clearly a need for non-execs to have a user friendly guide or health check guide to IT or ICT business-as-usual and projects because whilst every non-exec has an opinion on human resources, marketing or property they are too willing to hands-off on the technology on which their business relies and this disadvantages them in realizing the opportunities as well as scrutinising the management. Following a highly interactive session from a very knowledgeable audience I am pretty confident that IoD and Chamber of Commerce can look forward to a publication from Marbral Advisory Limited in due course.

LEADERSHIP
There has been of late many catastrophic IT or ICT project failures, and the papers are quick to publicise the problems of public sector initiatives which tend to be monolithic in approach and share the same fate as proportionally sized dinosaurs. But the problems of project failure are neither limited to IT or ICT, nor the public sector. Stephen Carver BSc MSc CEng EurIng AMBA MAPM of Cranfield School of Management recently spoke to a conference of Programme Managers and said that less than 30% of projects actually “succeed”. Having a good structure (scope, goals, roles, tasks and controls etc) is extremely important. However projects tend to stumble due to people, politics, and messy and changeable circumstances which rely upon leadership and communication rather than structure and control.

ENGAGEMENT
The reasons I liked the presentation are outlined above, and it made me think would I have been as accepting of the opinions if some did not confirm what I suspected or offer a few challenges to make me think. Radical proposals without any foundations to build upon can be really challenging and often rejected, whereas the clever balance of building and developing from accepted wisdoms tends to be a better way of coaxing the audience. I am reminded of Graham Daldry, Creative Director at Specsavers, speaking at The Meeting of the Minds Unconference when he said the first objective must be to engage the audience because until you have their attention and confidence you cannot hope to convey your message. Successful change management or getting non-execs to look as deeply into the technology as they would audit or remuneration is going to demand first getting that attention and confidence.

About the Presentation

Presenter: Paul Marett, Independent IT Director
https://www.linkedin.com/in/paulmarett

The management, quality and effectiveness of IT can make the difference between success and failure for a business. We will explore how you can be assured that the risks are being managed and that adequate controls are in operation. IT must support business as usual but also deliver step changes, advantage and growth; how this is managed and reported to the board is crucial for success. By the end of this session you will be better equipped to ensure
that your IT is fit for the business today and tomorrow.

About Marbral

Marbral Limited and Marbral Advisory Limited
http://www.seaeyetraders.com/team/
alexsis@marbraladvisory.com


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Facebook http://www.facebook.com/ciChange
Twitter @ciChange https://twitter.com/CIChange
Linked-In http://www.linkedin.com/groups/CI-Change-4301853

ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

Success is already within you, you just need to recognise it, and work on it!

I am a keen cyclist and whilst out for a bike ride found myself alongside a budding entrepreneur.  For nearly two hours this guy listed every business initiative and get rich quick scheme imaginable. It started innocent enough but after I while I sensed a pattern. Here is an (abbreviated!) extract of our conversation.

Idea 001

X: I want to get into cloud technology offering secure solutions to high networth family office

T: Oh that’s interesting. Do you know a lot about cloud?

X: No

T: What do your high networth clients think?

X: I don’t know I haven’t asked any

Idea 002

X: I have thought about getting into bit-coin

T: Have you been to any of the local seminars or conferences?

X: No

T: Have you been to Digital Jersey Offices for any of their meetings?

X: No

Idea 003

X: I have an idea for captains of superyachts [shares idea]

T: Interesting, have you chatted to any of the luxury yacht suppliers about this

X: No

By now I could quickly see that the next 30-40 miles would simply be a list of vague ideas from someone with a combination of being desperate for money and not motivated enough to do anything about it. So I suggested the following (based on brilliant advice from Steve Jobs)…

Dress smart, go to a luxury bar or hotel, get to know the wealthiest people in the place. Buy them a drink and listen to what they whinge about. What is their pain? What is their problem? What do they need? That is all the market research that you need: Then go and do something about it!

It seemed to be a revelation that perhaps the customer should be the focus of the idea rather than the potential income. Too many people come up with a product but are unsure what problem they are trying to solve. These products are novelties. If you want to be valued by a customer do something that makes their life better, easier, happier, more efficient or more effective. People value that.

Idea 134

X: I have a nutrition idea for athletes [shares idea]

T: Interesting, since you’re a cyclist you clearly know something about this. Do you know much about food.

X: Yes, I am a chef. I used to cook for royalty.

T: Wooooa!  That’s it, that’s what you should do! It is something you know about, it is something you could do. You could start tomorrow.

X: Yes but….. [long list of how busy he is, and how many other commitments he has]

I suggested.. How about you start something in your kitchen this week. Make a prototype. Share it with the 20 cyclists in front of us. Get their feedback. Use them as your market research and product development. It may take many months, but perhaps my working with a coach you can also provide both the nutritional and performance value. Then, and only then, do you have a product you could take to investors.

Idea 135

X: I’d like to be a gardener in France

T: Gosh I think that’s my turning here. Cherio!!

CONCLUSION

1.      Decide what you are going to do

2.      Make a plan

3.      Write it down

4.      And work on that every single day

ciCHANGE FEEDBACK

Please share your thoughts either directly by email or via Social Media

Facebook http://www.facebook.com/ciChange

Twitter @ciChange https://twitter.com/CIChange

Linked-In http://www.linkedin.com/groups/CI-Change-4301853

ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com

Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

Don’t use structure to solve culture: Part 2

Don’t use structure to solve culture: Part 2

One of the speakers at TEDxBrighton was Jacques Peretti is an investigative journalist and broadcaster. His BBC series included The Men Who Made Us Fat and follow-up, The Men Who Made Us Spend.

Following just one day after my meeting with Stephen Carver [Project Guru at Cranfield], I found that Jacques Peretti’s talk about consumerism found common ground with my thoughts about change management:  That change management is entirely about identity and social belonging.

According to this hypothesis, project management is about re-arranging the things around us (or creating new products and services) in order to reinforce (or realign) identity and social belonging.

I’ll explain the theory a bit more in a moment, but let me give you an example before you stop reading this mumbo-jumbo. People buy an iphone, BMW, yacht, home or holiday because of the way it makes them feel. If they just wanted something functional there are many cheaper alternatives. How you feel about something is about identity and social belonging, possibly even religion. That is powerful stuff!

JACQUES PERETTI’S MEN THAT MADE US.

Alfred Sloan is credited with establishing annual styling changes, from which came the concept of planned obsolescence. This promulgated the idea of “Keeping up with the Joneses” which at its heart is about belonging (or not being left behind)

Stanley B.Resor’s company J. Walter Thompson (JWT) introduced its US clients to commercial radio advertising. With the arrival of commercial television in Britain in 1955 JWT was the first UK agency to have its own casting department. JWT’s approach was to use top film and TV directors persuade people about the social value of a product rather than its function. Their advertising was about being popular, successful, respected. They were marketing that iphone feeling just as Steve Jobs was born (February 24, 1955)

George Lucas made himself a billionaire by what Jacques Peretti describes as the infantilism of consumerism. Appealing to the inner child, Lucas success was to get adults to behave like children: I want it, and I want it NOW! So began consumer credit, you can have it now (on credit)

Finally Peretti mentioned Robert Waterman who at Mc Kinsey created an “internal market” for change. By writing to the wives of employees about work, bonuses and lay-offs, Waterman manipulated the behaviour of executives.

It is interesting to note that Waterman’s long term colleague went on to write The Brand You50 in which Tom Peters sees a new kind of corporate citizen who believes that surviving means not blending in but standing out. He believes that "90+ percent of White Collar Jobs will be totally reinvented/reconceived in the next decade" and that job security means developing marketable skills, making yourself distinct and memorable, and developing your network ability. His list-filled prescriptions cover everything; for example, "You are Your Rolodex”

These people, Alfred Sloan, Stanley B.Resor, George Lucas, Robert Waterman and Tom Peters have all influenced our relationship with the world, and had an effect on our own ideas of identity, social connection and self-worth.

I will return to this shortly.

PROJECT MANAGEMENT

Project Management is about the delivery of this stuff (products) which are the output of tasks. This requires aims, objectives, roles, goals and controls, budget, people and dates which is all about collaboration and co-ordinated by communication.

We readily recognise that what-ever methodology you use for project management you’ll use something like the following…

·         Aims, Objectives, Goals (Vision/Mission)

·         Tasks, Deadlines, Milestones (Actions)

·         Roles, Responsibilities, Tolerances (Controls)

·         Reporting, Updates, Meetings (Communications)

CHANGE MANAGEMENT

Change Management is generally about influencing behaviour (attitudes) and outcomes (emotions) ostensibly to help corporate or individual change. Success comes from mentoring, coaching, aspiration and peer pressure and the tool is language, and the symbols are uniform, flags, anthems, badges. This is true of primary school, football teams, cults and military forces.

So Project Management requires communication to mobilise and direct people (Push) and Change Management requires communication to inspire and attract people (Pull).

So what tools do we use for Change Management?

KOTTERS’ 8 STEPS

Kotters’ 8 Steps is a good start

1 - Create urgency

2 - Form a guiding coalition

3 - Develop a vision and strategy

4 - Communicating the vision

5 - Enabling action and removing obstacles

6 - Generating short-term wins

7 - Hold the gains; build on the change

8 - Anchor changes in the culture

See

http://www.kotterinternational.com/the-8-step-process-for-leading-change/

However this recipe is over-simplistic and though it might work for an office move, with a beginning, middle and end, in a world of constant change and social-political baggage and it is more easily articulated than done.

The key truths to take from Kotters’ 8 Steps is 1,2,4,6, and 7 are all about communication and identity: being part of the team, being the change, living the process, community and belonging.

ROBERT DILTS - “I CAN DO THAT HERE”

I have long been inspired by Robert Dilts and a key phase “I can do that here” or indeed “I can’t do that here” because it breaks down some of the key components of values and culture into things we can easily understand and manage.

I – Is about me, myself, my core belief, my talent. (Individual)

Can – Is about capability, competence, and capacity. (Belief)

Do – Is about action, permission, freedom, responsibility. (Capability)

That – Is about values, culture and behaviour. (Behaviour)

Here – Is about place, environment and timing. (Environment)

Now what is interesting about this model is that whilst ostensibly it starts with the individual who thought a step-by-step process might change the world, it also suggests (going in the opposite direction) that the world might step-by-step change the individual.

We can manage that! The set-up of the environment, agreeing the “rules/values”, giving permission, freedom, responsibility etc., these are all project management things that can have a change management outcome.

See

http://projectspeoplechange.blogspot.com/2014/01/building-team-jersey-thoughts-for.html

In the same vein I would also recommend Clive Woodward’s book Winning! Again the themes are about belonging, being part of a “special team” and creating a language and the symbols to identify with, and aspire to be a part of.

ABRASHOFF – 6 QUESTIONS

My personal test of leadership is if the people around me can answer YES to the following questions.

1.      I know what is expected of me at work

2.      I have the materials and equipment I need to do my job right

3.      I have the opportunity to do what I do best every-day

4.      In the last 7 days I have received recognition or praise for doing good work

5.      Someone at work encourages my development

6.      At work, my opinions count

Source: D. Michael Abrashoff

http://www.barnesandnoble.com/w/its-our-ship-d-michael-abrashoff/1100297217?ean=9780446199667

CONCLUSION

So what’s the conclusion?

In his review of consumerism Jacques Peretti has exposed ideas that shape our identity, social connection and self-worth.

Kotters, Robert Dilts, D. Michael Abrashoff have all relied upon peer pressure and social cohesion to galvanise and direct effort. Rather than direct effort (as would a project manager) they have facilitated opportunity (as a change agent) effectively providing the bottle, petrol, lighter and wick.

In a previous blog I wrote giving people shoes and a plan doesn't make them a marathon runner. Similarly structure (Tools, Templates, Training, Techniques) doesn't guarantee success.

If your people are holding a bottle, petrol, lighter and wick and huge amounts of passion, do you need a manual to start a revolution?

LINKS

Alfred Sloan - Sloan is credited with establishing annual styling changes, from which came the concept of planned obsolescence

http://en.wikipedia.org/wiki/Alfred_P._Sloan

Stanley B.Resor – Resor was a pioneer in creating desire for a product based on “fear” eg fear of bad breath, fear of falling behind the Jones’ fear of obsolescence

http://en.wikipedia.org/wiki/Stanley_B._Resor

http://en.wikipedia.org/wiki/JWT

George Lucas – Made himself a billionaire by two seemingly insignificant requests: 1) That he retain all merchandising rights, and 2) that he would retain the rights to any sequels.

http://www.celebritynetworth.com/articles/entertainment-articles/how-one-genius-decision-made-george-lucas-a-billionaire/

Tom Peters and Robert Waterman, - suggested that seven internal aspects of an organization need to be aligned if it is to be successful and thereby modelled the “internal market” for change. By writing to the wives of employees they manipulated the behaviour of executives.

http://www.mindtools.com/pages/article/newSTR_91.htm

ciCHANGE FEEDBACK

Please share your thoughts either directly by email or via Social Media

Facebook http://www.facebook.com/ciChange

Twitter @ciChange https://twitter.com/CIChange

Linked-In http://www.linkedin.com/groups/CI-Change-4301853

ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com

Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

Don’t use structure to solve culture

Don’t use structure to solve culture

I recently attended a great workshop on projects and programme management by the people AtTask  (Link 1) included in the workshop was an excellent presentation by `Stephen Carver (Link 2)

Stephen worked on projects in the oil business before moving on to work at Virgin before working directly for a global CEO as head of Project & Programme Management Strategy. He is an Honorary Fellow of the Association of Project Management (more info at Link 2)

Stephen was so prolific with his ideas I anticipate at least four or five blogs arising from some of the things he shared and the thinking that it inspired. Here is my first.

Stephen talked about 3 types complexity which effect projects and programmes

1.      Structural complexity – eg the complexity of many components, aspects, factors 

2.      emergent - eg working in changing environments, or with new circumstances

3.      socio-political – eg the complexity of people, politics, culture, motivation, politicians

I have long said that Project management is about dealing with uncertainty and Leadership is about delivering clarity. So we recognise and agree the challenges.

There are 5 levels of project management capability and most organisations over-rate their ability…

1) chaos – this is no coordination, control, structure and success is random or luck

2) patchwork –  project success is personality driven rather than structured and systematic

3) dictatorship / lip-service – there are tools, templates and processes, that some follow

4) flexible methodology –right things done in the right way, without being too prescriptive

5) instinctive – co-ordination, communication and collaboration are the natural order

Below (right at the bottom!) I have outlined 7 questions to help you asses the 5 levels of project management.

What is interesting is levels 1, 2 & 3 are about having the right structure whereas 3, 4 & 5 are about managing emergent & socio-political issues which cannot be done by formula.

When (70%?!) of projects go wrong the tendency is to fix the structure (task, budget, control) not address the problem which is emergent& socio-political e.g. people, politics, mood, culture, WIIFM

I have previously said that giving people shoes and a plan doesn't make them a marathon runner. Similarly structure (Tools, Templates, Training, Techniques) doesn't guarantee success. So what does? Well the answer to that will be in my next blog.

In the meantime, consider this….

As a Project Manager I understand tasks and products, but as a Change Leader I appreciate that tasks are just a manifestation of behaviour and products are ostensibly a means of outcome (eg happiness) . All too often we manage the tasks and products, but fail the behaviour and outcome with the result we don’t achieve our goal (eg happiness, security, confidence etc.) Success comes from mentoring and coaching and the tool is language.

LINKS

About AtTask

http://www.attask.com/ 

About Stephen Carver

http://www.som.cranfield.ac.uk/som/p1308/People/Faculty/Academic-Faculty-Listing-A-Z/Last-Name-C/Stephen-Carver

Impact of words, tone & body language = 7%-38%-55% BUT rule is mis-understood http://en.wikipedia.org/wiki/Albert_Mehrabian

ciCHANGE FEEDBACK

Thanks to Rob Quinlan and Alexsis Wintour for their feedback on the initial draft of this Blog.

Please share your thoughts either directly by email or via Social Media

Facebook http://www.facebook.com/ciChange

Twitter @ciChange https://twitter.com/CIChange

Linked-In http://www.linkedin.com/groups/CI-Change-4301853

ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com

Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers 

SAMPLE QUESTIONNAIRE

Question 1 - Management Control

1.     Level1 Project management is inconsistent and managed according to individual preferences.

2.     Level2 There are some experts on key projects.

3.     Level3 There is a defined approach and it is applied in all projects by capable staff

4.     Level4 Project a key tool for the delivery of change. Focus is on measurement and analysis of performance.

5.     Level5 Project management as the optimal approach to change delivery is organization-wide.

Question 2 -  Benefits Management

1.     Level1 Benefits can be differentiated from project outputs.

2.     Level2 Benefits are recognized as an element within project business cases.

3.     Level3 There is a centrally managed and consistent framework for defining and tracking the realization of benefits from project outputs.

4.     Level4 There is a focus on delivery of business performance from project outputs.

5.     Level5 Benefits and approach to change is assessed as part of the development of  organizational strategy.

Question 3 -  Financial Management

1.     Level1 There is little or no financial control at project level. There is a lack of accountability and monitoring of project expenditure.

2.     Level2 Project business cases are produced in various forms. Overall cost of the project is not monitored or fully accounted for.

3.     Level3 There are centrally established standards for the preparation of business cases. Project managers monitor costs and expenditure in accordance with organizational guidelines and procedures.

4.     Level4 The organization is able to prioritize investment opportunities effectively in relation to the availability of funds and other resources.

5.     Level5 Project financial controls are fully integrated with those of the organization.. There is evidence of continual improvement.

 Question 4 - Stakeholder Engagement

1.     Level1 Stakeholder engagement and communication is rarely used by projects

2.     Level2 Projects will be communicated to stakeholders, but this is linked more to the personal initiative of project managers than to a structured approach

3.     Level3 There is a centrally managed and consistent approach to stakeholder engagement and communications used by all projects.

4.     Level4 Sophisticated techniques are used to analyse and engage the project stakeholder environment.

5.     Level5 Communications are being optimized from extensive knowledge of the project stakeholder environment, to enable the projects to achieve their objectives.

Question 5 - Risk Management

1.     Level1 There is minimal evidence of risk management being used

2.     Level2 Risk management is recognized and used on projects, but these are inconsistent

3.     Level3 Project risk management is based on a defined process

4.     Level4 There is evidence of opportunity management and management of risk aggregation.

5.     Level5 Risk management is embedded in the organizational culture and underpins all decision-making within projects.

 Question 6 - Organisational Governance

1.     Level1 Some informal governance of projects exists. Roles are unlikely to be formally defined.

2.     Level2 Project management from an organizational perspective is beginning to take shape but with ad hoc controls and no clear strategic control. Roles and responsibilities will be inconsistent, as will reporting lines.

3.     Level3 Centrally defined organizational controls are applied consistently to all projects, with decision-making structures in place.

4.     Level4 Clearly aligned project decision-making processes integrate with broader organizational governance.

5.     Level5 The governance arrangements for projects are a core aspect of organizational control, with demonstrable reporting lines to Executive Board level

Question 7 - Resource Management

1.     Level1 There is some recognition within the organization of the need to manage resources effectively but little evidence of resource acquisition, planning or management.

2.     Level2 Resources are being deployed across the organization and individual projects have an approach to resource acquisition, planning or management. However, there is little evidence of consistency of approach.

3.     Level3 The organization has a centrally defined and adopted set of procedures and management processes for acquiring, planning and managing project resources.

4.     Level4 Resource management for projects is considered at a strategic level within the organization. There is evidence of resource capacity management, through capacity planning, in order to meet project delivery needs.

5.     Level5 Resources are deployed optimally. There is clear evidence of load balancing and the effective use of both internal and external resources across projects.