The four ‘C’s of a confident organisation Collaborative doing things together Creative doing things first and better Controlling doing things right and the right way Competent doing things fast and efficiently

Excellence depends upon... Caring more than others think is wise Risking more than others think is safe Dreaming more than others think is practical Expecting more than others think is possible K Sriram

Four stages of the change process Denying this does not affect us Dodging ignore this, don’t get involved Doing this is very important, we have got to do it now Sustaining we have a new way of moving forward Source: Rashford and Coghlan

Four factors for enduring organisational success Happiness do people enjoy being here? Achievement have we really mastered real problems? Significance does our product or service create real value for others? Legacy is success being maintained by investing in people, innovation, customer needs and systems? Source: Nash and Howard

Five parts to the SARAH change model S hock A nger R ejection A cceptance H elp

Five principles of change management Always involve and seek the support of all affected Really understand where you are starting from Have clarity of outcomes with specific measures Plan each stage of the process in measurable steps Communicate early and often - don’t pull surprises From: Alan Chapman

Eight changes essential for a really effective organisation Tell the truth Encourage upward truth telling Reward contrarians Practice having uncomfortable conversations Admit mistakes Go for learning from mistakes not blame Recruit and support truth tellers Set information free From O’Toole and Bennis From O’Toole and Bennis HBR May 2009 HBR May 2009

Nine attributes of an innovative organisation Challenge/involvement Freedom Trust and openness Idea time Playfulness and humour Conflict Idea support Debate Risk taking Source: General Electric