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Neil McLocklin
Transformation Director Passion improving peoples lives Expertise strategic transformation
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POLITICAL FACTORS ECONOMIC CLIMATE CUSTOMER NEEDS TRENDS
Credit crunch Recession Pressure on central and local funding generally Delivery of more services with less budget
24/7 society Cost effective integrated services Localisation and globalisation Social responsibility Informed and empowered customers
Ageing population War for talent Diversity Virtual organisations Speed of innovation
Regulation
Taxation Public Sector Borrowing and Spending Reviews
"Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world."
Joel Barker Academic and futurist
Peter Jones
Associate Director Passion sustainable change Expertise people engagement & transformational change
Engagement with managers, staff, partners, suppliers and other stakeholders is critical to making the transformation happen, along with the necessary investment in infrastructure, processes and people development.
Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever-lengthening, ever-ascending, ever-improving path. You know you will never get to the end of the journey. But this, so far from discouraging, only adds to the joy and glory of the climb.
Winston Churchill
Transforming Strategy
What is the Right Thing to do for your organisation? What is the story you can align the organisation behind to enhance effectiveness? It is always tempting to apply the norms of business practice, by looking for benchmarks or applying the latest thinking to your organisational challenges. However, the right strategy for you may not be the MBA Business School one. It may not be the one that peer or competitor organisations are embarking on.
Renata Drinkwater
Director Passion better services, better value, better outcomes Expertise strategic change
It will be the one that recognises what is possible within your organisation having consideration for constraints and capabilities. It is often different from the path that has been followed in the past, but needs to build upon the experience and learning of the journey to date. Consider the past but look to the future
Transforming Strategy
The past provides the biggest constraint on transformation but gives the organisation the strength and confidence it needs to make the necessary changes in the present and the future. The future presents the organisation with many opportunities which can necessitate transformation in to a very different form, and it is often difficult to prioritise or see the wood for the trees. Focus on the right implementable vision and aligning the organisation behind it is no easy task.
Transforming Processes
We have always done it this way or We do our best, but never quite meet our targets are familiar sound bites amongst organisations. Transforming processes means ensuring alignment of the value chain of each operation to the overall business strategy. What does this particular process contribute to the overall objectives and what are the levers that can be used to enhance the effectiveness of the process through re-engineering, people development, innovation and simplification?
Richard McWilliams
Director of Innovation & Research Passion improving performance Expertise aligning process to performance
Processes are very different across sectors and within organisations, but, as examples, there are a couple that are universal and great tools to enhance organisational effectiveness: Performance management Project management
Transforming Processes
Performance Management Most organisations have some form of performance management but too often it is seen as a process to go through rather than being embedded in the heart of the organisation driving positive new behaviours.
Project Management Whether it is a big IT system or capital project, or the implementation of an idea to enhance team working in the office, all projects need to go though a similar process to achieve the desired outcomes. This is another process that can often only attract lip service with the result that people wonder why the organisation has failed to deliver benefits.
Transforming Infrastructure
The transformed business typically requires an infrastructure that not only aligns with the new vision but encourages and supports this change. This is not a single element in isolation; rather, it is the combination of aligned incentives, well managed people development, robust enabling technology, dynamic real estate and a transformation approach that actually realises the anticipated benefits. This is why a co-ordinated approach to change is so essential; ensuring that vision and objectives are aligned for all those involved, whether it be a combination of staff teams or multi agency partners.
Consultation is critical; technology provides the solution but people are the formula for success.
Innovative approaches may be required to share services and infrastructure. ICT systems need to be safe, secure, user friendly and capable of meeting all the demands of the business. Buildings need to be fit for purpose and may combine office accommodation with service provision; consider for instance, the benefits of one building housing social services, education and health and well-being.
Transforming Places
Place of work is a significant factor in any operation. Technically more and more operations can be located anywhere being less tied to the factors of production of the industrial age. However, new age organisations are waking up to the fact that location is becoming an even more important factor in competitive advantage or customer service. Aligning your organisation with the location demographics of your customer base or to access the right skills at the right place are fundamental to business success.
Transforming Behaviours
Our behaviours should be constantly under review; changing as individuals and groups align themselves with the values and vision of the organisation. It is usually only when you look back that you recognise the changes in approach and behaviour. The interesting point is that it is rare to find a conscious effort to manage the change in behaviours within an organisation. More often than not, a change in process, infrastructure, or management are a catalyst for new behaviours. Some changes are good but we also pick up bad habits as when driving a car. We may not be conscious of these bad habits until they are pointed out or something changes.
Dave Cordy
Senior Consultant Passion sustainable change Expertise people engagement & transformational change
Other behaviours need to be changed simply because they are having a negative impact on effectiveness operating in silos for example. Often a good starting point is the brand of the organisation the promise you keep. This creates a strong challenge is the behaviour of the organisation consistent with the brand values? The behaviour is equally as important as the organisations services or products as it not only has a direct impact on service delivery or product development time, but indirectly in the first impressions it conveys to potential recruits.
Transforming Behaviours
The way you relate to visitors, the way you conduct meetings, the dress code of the organisation, the way the telephone is answered, the way stories are told within organisations, the team dynamics and inter-team relationships are just some of the things that can have a ripple effect in terms of organisational performance. Matt James
The key to living the vision is through engagement with staff through raising awareness, developing understanding and involving people in the change so it perpetuates the ripple through the organisation to create sustainable transformed behaviour. The behaviour also can exhibit many indirect impacts, including the first impressions it conveys to potential business partners or new recruits.
Consultant Passion improving business efficiency Expertise research & analysis of transformation processes & solutions.
Transforming Workstyles
The concept of work has been changing no longer a 9 to5 routine going to the office. Business Transformation will deliver major improvements in performance. In order to do this, it requires a step change in either the business model of an organisation or its operational delivery model. This requires an understanding of how people need to work in the future office bases, in the field, flexibly or home based and then ensuring the operational delivery model supports them from a people management perspective, a process perspective, ICT and place of work.
It is well known that how you deal with a complaint can be the most powerful representation of your vision and values. In fixing a problem you can ensure a customer stays with you for life and new customers hear about your willingness to put things right and provide excellent service. Transforming customer service depends on the alignment of the people to the organisational values and good processes, infrastructure and measures to support the customer, rather than the satisfaction of the organisations internal demands. The latter will come right if the former is addressed.
Sustainable Transformation
The future of the environment and the need to ensure operations are sustainable is a critical concern to us all. The UK Government has placed the issue of the environment and climate change at the top of its agenda and there will be legislation that will place obligations on organisations in respect of sustainability. Reduced Carbon footprint
We believe
Transformation is everyones business - whatever your leadership role; whether it be of a country or an organisation, building the aspiration in others (whatever their position in the organisation) to be leaders every day in promoting and delivering change and improvement is part of transformation. Transformation is needed in all sectors of the economy and all organisations. The private sector may focus on profit, the public sector on improving services, the non-for profit sector on supporting their mission goals It may look different on implementation, it may have different drivers instigating the initial journey of change, but it is transformation all the same.
Transforming Infrastructure
Transforming Places Transforming Behaviours
Transforming Workstyle
Transforming Customer Services Transforming Innovation into Action.
For Swindon Borough Council we are managing the New Ways of Working Transformation programme introducing new ways of working across the council including property rationalisation, multi agency and locality working, involving 1800 employees. Capita Symonds has helped us to understand very complex issues and given us the confidence to move forward on a truly transformational programme of where and how we work
Patrick Weir
Swindon Swindon Borough Council & PCT Transformation
A final word
For more information contact: Neil McLocklin Director, Business Transformation and Innovation 07715 475 135 neil.mclocklin@capita.co.uk 1 Proctor St London, WC1V 6DW