Post on 26-Feb-2019
GEEL – 10 NOVEMBER 2018 PETER ROSSEEL Director MCR, Spin-off KULeuven Visiting Professor University of Leuven
@Rosseel_Peter www.mcr-consulting.be
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is
en wat je eraan kan doen.
© Copyright MCR en Peter Rosseel. Deze slides mogen niet gebruikt, gedeeld of doorgestuurd worden zonder voorafgaandelijke schriftelijke toestemming van Peter Rosseel.
Black
White
*Engels
© Copyright MCR en Peter Rosseel
MCR is a spin-off company of the University of Leuven (Belgium)
Model for strategy implementation, business transformation, leadership and learning
Working across organisations and country cultures: 300 organisations worldwide
Profit sector, semi government, government
Just naming a few organisations we work with
• British American Tobacco ( in 65 countries)
• Mozambique Leaf Tobacco Company /Universal Leaf
• University of the Free State , South Africa
• Pick’nPay, South Africa
• William Grant & Sons, UK (Glenfiddich and Hendrick’s Gin)
• Solar - Coca Cola, Brazil
• JCC, Brazil (building and managing shopping malls)
• Nationale Nederlanden Poland and The Netherlands
• Izico, The Netherlands (inventors of the Bicky Burger)
• Boehringer-Ingelheim - Taiwan
• General Mills UK (Pastries)
• EMC2 ( (ICT hardware & software)
• Lion Brewery – Sri Lanka
• Sodexo Europe
• Mead Johnson Nutrition Europe
• Ipsen Pharma - France
• Merck, Canada
• COMPASS GROUP
• Dataflow (Ausy Belux)
• STACI Belgium
• Tobania – IT consultants
• Mydibel
• KBC Bank – ING Bank - BNP Parisbas Fortis
• AEXIS – Financial consultants
• Umicore
• Promoplan
• (University) Hospitals of Ghent , Brussels, Izegem,
• University College Leuven Limburg (UCLL) , VIVES, HOWEST
• Instituut voor de Overheid (KULeuven)
• CEVORA/CEFORA
• FAMIFED
• City of Geel, City of Beringen, City of Turnhout, City of Ternat, City of Knokke-Heist
• Home care center - Woonzorgnet Dijleland
• Fonds for professional diseases ( now FEDRIS)
• Fonds for accidents at work ( now FEDRIS)
• Psychiatric centre O.L.V. Brugge
• Ministry of Foreign Affaires
• Province of Vlaams-Brabant, West-Vlaanderen &Oost-Vlaanderen
INTERNATIONAL
BELGIUM
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kan doen.
• The world we live
• Macro level: Societal level
• Meso Level: Organisational level
• Micro level: Leadership
© Copyright MCR en Peter Rosseel
IN SUMMARY
Adapted from The Jacksons – Blame it on the Boogie
Key message
TO HELP YOU REMEMBER
Adapted from The Jacksons – Blame it on the Boogie
Don’t blame it on your strategy
Don’t blame it on your processes
Don’t blame it on your culture
Don’t blame it on your government/network
Don’t blame it on idiosynchrasy (“I do it my way”)*
Blame it on your leadership
7,89 42,11
* Versus een zo hoog mogelijke graad van standaardisatie
© Copyright MCR en Peter Rosseel
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.
• The world we live
• Macro level: Societal level
• Meso Level: Organisational level
• Micro level: Leadership
© Copyright MCR en Peter Rosseel
The world we live in
The 4th industrial revolution
(Industry 4.0) P2P production
Platform Taxi
© Copyright MCR en Peter Rosseel
The world we live in
P2P production Platform
Taxi
Democratisation
Knowledge and expertise
Knowlegde and expertise
Old Power vs New Power © Copyright MCR en Peter Rosseel
Digitalisering – technologische definitie
Even focus op linkerkant dan
later terugkomen op
de hele belangrijk
rechterkant
Nearly instant, free, and flawless ability to connect people, devices, and physical objects anywhere.
McKinsey&Company, January 2018
Digitalization
Even focus op linkerkant dan
later terugkomen op
de hele belangrijk
rechterkant
In general: "In an efficient way making use of the technology available to increase customer convenience and customer experience." In organisations: "In an efficient way making use of the technology available to transform your organisation in such a way that it increases employee engagement and customer convenience/ customer experience."
Relational
Genuine Learning - Agility – innovation
© Copyright MCR en Peter Rosseel
Digitalization
Even focus op linkerkant dan
later terugkomen op
de hele belangrijk
rechterkant
Genuine Learning - Agility – innovation
“Want happy customers (patients)? Focus on happy employees.”
© Copyright MCR en Peter Rosseel
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.
• The world we live
• Macro level: Societal level
• Meso Level: Organisational level
• Micro level: Leadership
© Copyright MCR en Peter Rosseel
OLD POWER
NEW POWER MODELS
Old and new power models
A dual system
Heimans, J. Timms, H. (2018) New Power. How power works in our hyper connected world and how to make it work for you.
OLD POWER
NEW POWER MODELS
Old and new power models The participation scale
Point of view of the customer (‘zorgklant’) vs expertise
An unprecedented shift in power
Customer
Politiek en bedrijven weten niet hoe ze hier mee moeten omgaan.
Dit betekent macht afstaan en macht is u net datgene wat hen drijft. Dus terug naar kennis egt
cognitief psycholoog walter duyck; Hij heft gelijk, maar bedoelt niet wat wij er graag in willen lezen.
Digitalisation + Peer-to-Peer: Platforms Ecosystems
Dankzij technologie en de wens van mensen om aan P2P productie
te doen.
Customer
Degree-Title-Status-Ego
• To claim power • To take authority • Old power
• Hand over power to the customer
• To be given authority by the customer
• New power
A process of democratisation and
equality
How Biases, politics and egos derail business decisions. Chris Bradley, January 2018. McKinsey&Company
© Copyright MCR en Peter Rosseel
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.
• The world we live
• Macro level: Societal level
• Meso Level: Organisational level
• Micro level: Leadership
© Copyright MCR en Peter Rosseel
A holistic and hence cross-functional approach
(Innovation) Strategy
Strategic implementation
plan
Change & transformation
Strong Leadership
Genuine Learning Engaging the whole
organisation
© Copyright MCR en Peter Rosseel
Main objective of any organisation…
Creating commitment for results
RELATIONAL COMPONENT
RATIONAL COMPONENT
Seniotr managers letteing goog the how
Divorce of Lucas
Leadership Micro
Management © Copyright MCR en Peter Rosseel
Creating an agile context for innovation and new business models
1. Inform
2. Engage
3. Empower
4. Change (behaviour)
Change is innovation happens
Leaders and
managers
© Copyright MCR en Peter Rosseel
What really matters
VISION
LEADERSHIP
CULTURE
You can learn. Link with SMT
Creating Commitment
for Results
© Copyright MCR en Peter Rosseel
McKinsey , 201, 3 http://www.slideshare.net/aipmm/70-26633757
70% of change and transformation efforst fail.
Why is this and and how to tackle the issues?
A butterfly is a transformation not a better caterpillar
On the difference between transformation and change…
© Copyright MCR en Peter Rosseel
THEORY OF CHANGE
THEORY OF EXECUTION
What drives successful transformation?
VISION CULTURE LEADERSHIP
THEORY OF BUSINESS
Slide MLTC ING werkt op 3 niveaus in my
expereince more one level
one and not the 2 others; Do not assume ING doe
so do it. © Copyright MCR en Peter Rosseel
CREATING COMMITMENT FOR RESULTS
FROM STRATEGY TO EXECUTION
Execution
Strategic Leadership Agenda
(SLA) C
Personal Leadership Agenda
Campaign Plan
Organisation strategy Rationale – duidelijke richting – visie en industrie
Relationele :Creating an engagement culture
Ery few organsiations have an engagemet cuture –
without this engagement culture employee
engamement intiatives fall on dorre grond (arid
ground)
95% of all organisations do not have a
culture of engagement
This i s a way of doing it, but how do we sustain it?
THAT IS WHAT YOU HAVE DONE
© Copyright MCR en Peter Rosseel
What really matters
You can learn. Link with SMT
The “right” structure
© Copyright MCR en Peter Rosseel
Digitalization, innovation, Customer experience: people and organisational structure
SMTs
“The extend to which people have control over the situation,
determines their well-being and hence their willingness and
ability to innovate and change.”
How to structure our organisations for engagement?
© Copyright MCR en Peter Rosseel
Hierarchical operating model Network operating model
(Digital) innovation, people and organisational structure
A DUAL MODEL
© Copyright MCR en Peter Rosseel
A holistic and hence cross-functional approach
(Innovation) Strategy
Strategic implementation
plan
Change & transformation
Strong Leadership
Genuine Learning Engaging the whole
organisation
The “right” structure
The (new) magic word – The agile organisation.
© copyright MCR en Peter Rosseel
© copyright MCR en Peter Rosseel
The dominant traditional organization model evolved primarily for stability in a well-known environment. It is based on the idea of an organization as a machine, with a static, siloed, structural hierarchy that operates through linear planning and control to execute one or very few business models.
From the past
To the future
A holistic and cross-functional aproach An agile organisation that matches the societal transformation
Change
Transformation
Your organisation
De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kan doen.
• The world we live
• Macro level: Societal level
• Meso Level: Organisational level
• Micro level: Leadership
© Copyright MCR en Peter Rosseel
Strong leadership
Low ego and not power
hungry
Courageous Leadership Creating trust horizontally & vertically Ignite the passion for learning
© Copyright MCR en Peter Rosseel
Leadership CREATING COMMITMENT FOR RESULTS
Leadership = Giving leadership to the debate
(to organise a different debate)
Bart Brandsma: Polarisatie. 2016 © Copyright MCR en Peter Rosseel
Leadership for innovation CREATING COMMITMENT FOR RESULTS
• Creëren van conceptueel conflict • Onderhandelen van betekenis • Gevoel van competentie, autonomie en betrokkenheid • Self awareness en impact
© Copyright MCR en Peter Rosseel
LEADERSHIP MANAGING CHANGE OR TRANSFORMATION
Toetsstenen* van ‘Samen Beter’
Transformatieprogramma cardiovasculaire patiënt ‘Samen Beter’
'
Evidence based medicine
Patient first
Leadership and
teamwork
Transparant
Inclusive Werkplezier
* Toetsstenen vs waarden
© Copyright MCR en Peter Rosseel
Transformatieprogramma cardiovasculaire patiënt ‘Samen Beter’
'
© Copyright MCR en Peter Rosseel
Profiel Diensthoofd universitair ziekenhuis
Relationeel
Rationeel
© Copyright MCR en Peter Rosseel
Schools: • education industry • Do not be afraid of
‘marketisation’ The Organisation for
Economic Co-operation and Development (OECD)
© Copyright MCR and Peter Rosseel
Inform 30%
Engage 70%
Empower 70%
Transformation
Building Blocks of Innovation and new business models
Peter Rosseel www.mcr-consulting.be
Thank you for your attention
@Rosseel_Peter