1. Transformational Change A Realworld Perspective
Creating a Culture of
Transformational Change
A Realworld Perspective
Welcome to a realworld perspective on transformational change. Our work supporting Councils with restructuring over the last few months has highlighted that even though they may have gone through periods of restructuring to save cost, they are not seeing the efficiency improvements that were hoped for. This presentation is intended to provide some explanation why that is likely to be the case and outline how we can help.

2. ? ? ? pressure to make financial savings
The Business Case:
pressure to make financial savings ?
already restructured to reduce headcount ?
Many Councils:
are facing increasing pressure to make financial savings.
have gone through previous rounds of restructuring to reduce headcount
but recognise that they will need to pursue further change in order to meet these financial challenges and continue to provide services as efficiently as possible.
recognise that transformational change is what is really needed ?

3. Why isn’t it happening fast enough??!!
Your Current State?
Why isn’t it happening fast enough??!!
Frustrated with regard to the slow pace of change ?
Lots of inertia in the organisation - managers are not proactively promoting the need for change ?
Discussions around change are focussing on the ‘process’ elements of change rather than actually implementing change ?
Some of the symptoms you may be experiencing are
frustration at senior levels of the Council with regard to the slow pace of change
a sense that there is a lot of inertia in the organisation - managers are not proactively promoting the need for change?
even though discussions around transformation may be taking place, these are tending to focus on the ‘process’ elements of change rather than actually implementing change.

4. The Psychology of Transformational Change:
Therefore, successful transformation can only happen with a step change in leadership behaviour.
Transformation requires people to make a step change to the way they do things.
But people are creatures of habit, they do not change behaviour spontaneously.
‘The way we do things around here’ is the simple definition of culture.
Culture is reinforced by leadership behaviour - how leaders behave is modelled by everyone else in the organisation.
Well, the answers lie in human nature....the logic goes something like this:
Transformation requires people to make a step change to the way they do things.
But people are creatures of habit, they do not change behaviour spontaneously.
‘The way we do things around here’ is the simple definition of culture.
Culture is reinforced by leadership behaviour - how leaders behave is modelled by everyone else in the organisation.
Therefore, successful transformation can only happen with a step change in leadership behaviour.

5. Transformation Strategy:
1. Right people
2. Right culture
3. Right structure
Transformation Strategy:
Changing structure without changing behaviours may result in fewer roles, but it will also result in the same old ways of working.
Our approach to transformation is as follows:
Define the behaviours that will create the culture required for future success.
Appoint the right leaders and ensure they are demonstrating those behaviours through:
Training
360 degree feedback
Selection through internal promotion and external hire
Help those leaders restructure by assessing people for behavioural/cultural fit.
Reinforce behaviour through the performance management, recruitment, training, and talent management processes.

6. The Methodology: Help the senior team define a shared vision:
Bring the senior team together to work on the business rather than in it.
Clarity
Focus
Alignment
Ownership

7. The methodology:
Define the behaviours that will create the desired culture :
Consider the customer
Inject some innovation
Questions why things are done the way they are
Pushes for excellence
Is unwilling to accept the status quo
Is constantly seeking improvements in service delivery
Is more externally focused than internal, seeks inspiration from other sources
Proposes new ideas
Injects new insights in order to ‘change the game’
Brings new thinking to the table
Encourages others to try new things, to experiment
Define the commercial business case
Define a clear strategy
Get it done

8. The methodology:
Support the development of managers:

9. The methodology: