33
Continuous improvement and change Freek Hermkens 14 March 2017
| Date post: | 14-Apr-2017 |
| Category: |
Business |
| Upload: | freek-hermkens |
| View: | 48 times |
| Download: | 0 times |
Continuous
improvement
and change
Freek Hermkens
14 March 2017
Who is ...Freek Hermkens
Change
Trusted Advisor
Practice
Take away
Agenda
Background
Principal business consultant MLC >15 years experience as consultant
financial service industry
Trainer and manager at MLC academy
PhD student at TuE
How and to what extent does middle management influence
continuous improvement of organizations in the financial service industry?
Tilburg Lecture 14-03-17
What does it take to change our thinking
Get a piece of paper and a pen
Start when I say “go”
Sign your name 5 times normally
When you are finished raise your hand
Mike Rother ELEC 2015
Let’s try just one change, much smaller than
changing org culture
Change hands, to non-dominant
Start when I say “go”
Sign your name 5 times again
Raise your hand when you are finished
Mike Rother ELEC 2015
Roadmap 14 March
Change
Advisor Practice
Continuous Improvement
The iceberg as a metaphor
The conscious mind:
tangible, explicit, logical
Visible in goals, plans, budgets…
Holds awareness
Memories, feelings, emotions
Supported by the unconscious resources
Small portion of the whole being
The unconscious mind
Intangible, implicit, illogical
Largest and most powerful
Unseen and below the surface
Storehouse for emotions, dreams, etc.
Expresses itself through resistance, intrinsic behaviour
Is CI above or below the waterline?
Tilburg Lecture 14-03-17
Resistance to change
Fear of the unknown
Lack of information
Insufficient knowledge and skills
Position
Lack of recognition
Bad experience
No sense of urgency
Group behaviour
Keep asking for details
Continuously asking for
methods/alternative methods
Saying that you don’t have the time
Delaying the start of the project
Still being confused after explaining
multiple times
Being passive and/or drawing back
Being offensive
Saying yes, but meaning no…
Rational
Emotional
Cause Form of expression
Tilburg Lecture 14-03-17
A quick experiment
Take a moment… Please cross your arms
Then re-cross them the other way
Tilburg Lecture 14-03-17
Much of what we do is habitual…
Like crossing our arms, performed almost without thinking.
Habits:
Behaviours that have been repeated regularly and occur unconsciously
The repeated behaviour develops neural pathways in the brain, making the behaviour easier to complete
Habits for efficiency; to free up capacity for deliberate decision making
Unconscious thinking gets you through the day with a minimum of fuss
Unconscious thinking Deliberate thinking
Tilburg Lecture 14-03-17
Middle management and change
Positive / negative reinforcement on each other
© Freek Hermkens (2015)
Success factors for lean implementation
Management commitment (Jeyaraman & Theo 2010)
Leadership (Snee 2010; Achanga et al 2006), particularly the focus on the bigger picture (Cudney & Elrod 2011)
Communication (Jeyaraman & Theo 2010; Sim & Rogers 2009)
Cultural change (Achanga et al 2006; Bhasin & Burcher 2006)
Process thinking (Snee 2010; Robinson & Schroeder 2009)
Continuous improvement viewpoint (Bhasin & Burcher 2005)
Celebrate successes (Jeyaraman & Theo 2010)
13
PhD resarch Freek Hermkens
Tilburg Lecture 14-03-17
The Trusted Advisor
Tilburg Lecture 14-03-17
Slow to promise quick to deliver
Tilburg Lecture 14-03-17
Balcony and Dance
Tilburg Lecture 14-03-17
Know what your client wants
Tilburg Lecture 14-03-17
Unsolicited advice
Tilburg Lecture 14-03-17
Reflection time
Tilburg Lecture 14-03-17
Change Management Theory is not practice
Tilburg Lecture 14-03-17
Gemnet 2.0
Tilburg Lecture 14-03-17
Start wondering
Tilburg Lecture 14-03-17
Make it fun
Tilburg Lecture 14-03-17
Year of the service
Tilburg Lecture 14-03-17
Tilburg Lecture 14-03-17
Adidas – Continuous Improvement
Optimisation using astonishments
Tilburg Lecture 14-03-17
Take away
Tilburg Lecture 14-03-17
