International Section | Leadership & Management Division | College of Management and Technology 19. Challenge of Change SLP(E) Course

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy UK MOD Head Office

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Head Office Refurbishment

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Is it worthwhile? “ We trained hard, but it seemed that every time we were beginning to firm up into teams, we would be re-organised. I was to learn later in life that we tend to meet any new situation by re- organising, and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralisation” Gaius Petronius

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Why Change Projects Fail Failure to define objectives 17% Project Management Problems 32% Technical issues 14% Inexperience in scope and complexity 17% Lack of communication 20%

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Why Change Projects Fail Failure to define objectives 17% Project Management Problems 32% Technical issues 14% Inexperience in scope and complexity 17% Lack of communication 20%

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Change “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the former has enemies in all who profit by the old order, and lukewarm defenders in all those who would profit by the new order.” Machiavelli

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Change: how an organisation develops Incremental change Flux Major change Demise Shift Environmental Change Amount of change Time Organisation

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy The Environment How do we monitor the internal environment? How do we monitor the external environment? Can we keep pace with the rate of change in the external environment? Defence XXXX Social Political Economic External Internal

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Development, Concepts & Doctrine Centre (DCDC) To provide the intellectual bases that inform coherent decisions in Defence Policy, Capability Development and operations, both now and into the future

International Section | Leadership & Management Division | College of Management and Technology UK Global Strategic Trends Ring Road Issues: Globalisation. Climate Change. Global Inequality. Innovation. Key Themes: The Human Environment. Dynamics of Global Power. Evolving Defence & Security Challenges.

International Section | Leadership & Management Division | College of Management and Technology UK Future Character of Conflict Deductions for Conflict in 2029: The struggle for control over resources will intensify. Direct conflict between the UK & a major power such as China or Russia is judged unlikely. Wars involving the major powers or their proxies are probable. The incidence of intra-state violence will continue. UK is likely to be more reliant on an increasing range of allies & partners The battle-space will be highly congested.

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Resistance to Change Implies personal criticism. Changes personal power | position | status. Affects job security. Introduces risk. Rejection of ideas from outside (consultants). Speed of change. Humans are emotional beings!

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Reaction to Change Shock Denial Anger Bargaining Fear Depression Acceptance Emotional Intensity Time Change

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Defence Reform Unit Defence does not like change: –Bottom-fed | home grown staff. Department has taken on too much, often ill- considered, piecemeal change in last 20 years. Under-estimated how hard it is to change behaviour & culture, resources required & senior commitment. Turnover of staff. Senior leadership communicates late & fails to engage effectively. Jun 2011

International Section | Leadership & Management Division | College of Management and Technology 19. Challenge of Change SLP(E) Course

International Section | Leadership & Management Division | College of Management and Technology Change: monitoring the environment Exercise SLP(E) Course

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Change: how an organisation develops Amount of change Incremental changeFluxMajor change Environmental Change Demise Shift EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Change: monitoring the environment Monitoring the internal & external environment is vital if your organization is to remain agile and relevant. In syndicates spend 45 mins considering how you would monitor these environments, what information would be of interest & who within your organisation would conduct this work? Nominate (a) speaker(s) to give a short presentation to the whole course.

Centre for Defence Leadership & Management | College of Management & Technology | UK Defence Academy Environment Defence XXXX Internal Political Economic External Social Technological Legal Environmental