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Change Management Resources
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What Work in the Mideast Taught Me About Building Business Relationships

What Work in the Mideast Taught Me About Building Business Relationships | Change Management Resources | Scoop.it

The old stuffed shirt business meeting that just goes on and on and on is the reason no one wants to attend. The new generation of worker is going to force all these mainstays of business to be “rethought.”

I much prefer a more relaxed business environment where everyone is at ease, and, where the mission of the meeting is not lost. Let’s all relax and really talk to each other and get to know each other.  If we successfully handle this right, we will be” partners” in the end.

That is why we build the foundation first. When we do, the business will take care of itself.


There is an old saying that you build the well before you need the water. That especially hold true for business today.

s always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

    

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  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

Here's a good piece on taking a global look at the ordering of what matters in business relationships, the people first, and then the results.  So much of this is based on holding on to the industrial age thinking of having it the other way around.  ~  D

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Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples

Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples | Change Management Resources | Scoop.it

"The HBR post cites several case studies illustrating why many transformations fizzle, then two examples for how to turn it around."


The cautionary tales, names removed, are listed first.  Then the positive stories follow.  ~  Deb


Excerpted:


______________________

   

But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.

______________________


A health insurer demonstrates a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. A program gets funded for a year but then everyone loses interest, and it gets defunded and dies.


Recently they're failing faster; the three- to five-year cycle is moving to two to three years. But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.


Just about everyone in the company agrees the culture is dysfunctional:

   

  • Some point to politics - competition between the COO and CFO blocking each other's progress. 
  • The CEO also had a way of questioning and stress-testing people that discouraged risk-taking => a "play it safe" mentality.
  • Executives who want quick wins scope projects to be done in a year. Most change programs there needed multiple years, so by the time a program extends beyond year one, executives move onto a new initiative.


What countermeasures are there to break a tragic change cycle like this?


______________________

   

Adopting improvement methods such as "agile" or "lean" can change the culture so that results and trust are prized over process and contracts.

______________________


Successful efforts at health insurance companies Aetna and Blue Cross Blue Shield of Michigan offer insights:


Organizational realignment — The structure of an organization determines the incentives that drive identity, behavior, and employee understanding of roles and responsibilities and priorities, as well as a sense of ownership and accountability.


Blue Cross Blue Shield of Michigan's tried a more traditional functional management structure but then found it lost customer focus.

  

  • It appointed leaders to run market segments with profit and loss responsibility with the focus of changing the product mix and improve profitability. 
  • By organizing by customer, cross-functional changes became much easier to implement, and there was a dramatic turnaround in business results.
   

Improvement methods — a platform for doing work nimbly and at low cost included:

  

  • Adopting improvement methods such as "agile" or "lean" can change the culture as employees are empowered  so that results and trust are prized over process and contracts. 
  • Tactics such as daily huddles drove immediate wins and helped entrench a culture of empowerment.


Employee engagement — Employees fundamentally want themselves and the company to be successful, so successful change agents listen to their needs and help them transition.


Aetna describes how new CEO John Rowe and the senior team "sought out employees at all levels — those who were well connected, sensitive to the company culture, and widely respected — to get their input on the strategy, design and execution of intended process changes."


Executives at Blue Cross Blue Shield of Michigan went into the field to gather input and communicate their commitment to change. Employees were trained in improvement methods ("Lean"), with every employee going through two sessions in accountability training.


Curator: Enrich your perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing.


Contact Deb Nystrom here for an initial consultation, without obligation.

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Harry Cannon's comment, November 1, 2012 8:30 AM
See article in HBR Jul-Aug 2012 by Katzenback et al.
Deb Nystrom, REVELN's comment, November 3, 2012 5:10 PM
Thanks Harry. I appreciate the link.
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Classic to New: Learning Agility is Change Mastery

Classic to New:  Learning Agility is Change Mastery | Change Management Resources | Scoop.it
“Learning Agility, which has four dimensions—Mental Agility, People Agility, Results Agility and Change Agility—is a key to unlocking our change proficiency.
Deb Nystrom, REVELN's insight:

In reading through the change research of a colleague, this approach resonates, especially cultivating the ability to be a combination of a data nerd (listener), synthesizer, developer of self & others and master communicator.  These relate well to change proficiencies touted by this author.  ~  D

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Paul Thoresen's curator insight, December 30, 2012 12:59 PM
"Classic to New: Learning Agility is Change Mastery"
Deb Nystrom, REVELN's comment, January 25, 2013 2:43 PM
@Paul, thanks for the share.