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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
PicknPay, South Africa
William Grant & Sons, UK (Glenfiddich and Hendricks 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
Dont blame it on your strategy
Dont blame it on your processes
Dont blame it on your culture
Dont blame it on your government/network
Dont 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?
http://www.slideshare.net/aipmm/70-26633757http://www.slideshare.net/aipmm/70-26633757http://www.slideshare.net/aipmm/70-26633757
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 organisation
