Lear
ning
ToTr
ansf
orm
1
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
1
The Change Leader’sWorkPack
Del
iver
ing
Tom
orro
w
Eddie Obeng
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
2
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
2
The Change Leader’s A.N.T.S.
Ove
rvie
w
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
3Why Change?
What to Change to?
What to Change(Hard)?
What to Change(Soft)?
Who is to Change?
How to make theChange happen?
How to sustain theChange?
Lear
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ToTr
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4
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
4
Ways of working, culture, organisational myths and legends, personal beliefs
Why Change?Impact of New World, Self-imposed/ Imposed change
Achieving New world Transformation Success -Checklist:
What to Change (soft)?
Policies, measurements, systems, processes, rewards, infrastructure
What to Change (hard)?
How to sustain the Change?Joined-up management, future mapping, reward,
recognition, systems, organisation structure, contracts, management
How to make the Change happen?Programme of change, projects, policy development
process, project ownership, leadership
What to Change to?Opportunities fully taken account of, vision, innovation
Who to Change?Directors, process managers, project managers,
associates, suppliers
A.N
.T.S
.TMM
odel
A.N
.T.S
. Why Change?
What to Change to?
What to Change(Hard)?
What to Change(Soft)?
Who is to Change?
How to make theChange happen?
How to sustain theChange?
Lear
ning
ToTr
ansf
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5
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
5
The Change Leader’s A.N.T.S.
Why
Cha
nge?
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
6
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
6
Old WorldEv
olve
, D
omin
ate
or D
ieW
e ha
ve b
een
succ
essf
ul b
y:
Evol
ve D
omin
ate
or D
ie e
DdTM
New World
We
will
be
succ
essf
ul b
y:
Available from Pentacle.Co.UK
Copyright Eddie Obeng 1995 Copyright Pentacle 2005Al l Rights Reserved Not to be reproduced or copied
NEW SOLUTION S FOR A COMPL EX WORLD
Time
Rate
of
Lear
ning
Pace
of
Chan
geOld WorldNew World
Chan
ge
Old World – New World
Past Now
New
Wor
ldTM
1975 1980 1985 1990 1995 2000 2005
Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or
ModifiedFrom http://www.PentacleTheVBS.com/TCLWorkPack.htm
Lear
ning
ToTr
ansf
orm
7
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
7
The Change Leader’s A.N.T.S.
Wha
t to
Cha
nge
to?
(sof
t)
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
8
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
8
My Greatest Hopes My Greatest Fears
Group Greatest Hopes Group Greatest Fears
For this session what are your greatest
Agreed Ground-rules/De-riskers
Hop
es&
Fear
sTM
HO
PES
& F
EARS
Lear
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9
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
9
1. Say AND not OR!Is your solution integrative? Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
2. Assume Fair=Different not Fair=EqualDoes your solution recognise the need to tailor actions to meet different populations/ needs?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
3. Change DEPENDENCE to INTERDEPENDENCEIs your solution capable of self governance?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
4. Do NOTHING of NO use!Is your solution designed to ensure focus on delivering to your goal of making money (delivering benefit to society)?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
5. Stakeholders rule OK!Is your solution designed around the people who have to deliver it and live with the results?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
6. Make time fit!To what extent have you made scoped your solution to the possible rather than the nice to have impossibleIs this rule relevant in this situation? If not why not?
What do you need to change about your solution?
New
Wor
ldTM
Che
ck-L
ist
7. CHUNK IT OR JUNK IT!’Have you reduced the scope to de-risk your solution appropriately?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
8. ALL CONSTRAINTS INTO MEAT SPACEHave you ensured that your solution appropriately uses new technologies?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
9. Unlearn EVERYTHING!Have you ensured that your solution appropriately uses new knowledge?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
10. Don’t change anything!Have you taken into account the overall impact of change on your ability to deliver results?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
11. LOOP IT UP!Is your solution self-sustaining?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
12. Go VIRTUAL!Have you developed a solution with powerful results which relies on an approach which is not popularly adopted?Is this rule relevant in this situation? If not why not?
What do you need to change about your solution?
12 New
Rules for our
Real World
Thin
king
for
a N
ew W
orld
Available from Pentacle.Co.UK
Copyright Eddie Obeng 1995 Copyright Pentacle 2005All Rights Reserved Not to be reproduced or copied
NEW SOLUTIONS FOR A COMPLEX WORLD
Time
Rate
of L
earn
ing
Pace
of C
hang
eOld WorldNew World
Chan
ge
Old World – New World
Past Now
New
Wor
ldTM
1975 1980 1985 1990 1995 2000 2005
Lear
ning
ToTr
ansf
orm
10
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
10
The Change Leader’s A.N.T.S.
Wha
t to
Cha
nge
to?
(har
d)
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
11
TANGIBLESin exchange for something physical
‘INFORMATISED’SERVICES in exchange for help, advice, (enjoyable) experience or information (service)
RISK REMOVALin exchange money in the future or to replenish lost money in the future
AURAin exchange for a belief, aura, brand or recognition
ACCESSin exchange for access to someone else's (or your) time or attention
Five
rea
sons
str
ange
rs g
ive
you
mon
ey..
.M
oney
Mak
ing
Mac
hine
5TM
Revenue rate - correlates with exclusivity/ difficulty
Revenue rate - correlates with need/ scarcity Multiplier/ qualifier/ definer
Revenue rate - correlates with perception/environmentRevenue rate - correlates with time/ease/immediacy/
frequency/ comprehensiveness/ emotional completeness
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
12
Prof
itPro
fitab
ility
TM
Prof
itab
ility
%0
2
0
40
6
0
80
10
0
Amount of Profit/Yr..1 3 10 30 100 300 10 10 10 10 10 10
3 4 5 6 7 8
Old World Growth
New World Growth
Lear
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13
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
13
WHY NOT FIXED YET?
IF NOT FIXED…G
apLe
apAn
alys
is
Evol
ve D
omin
ateO
rDie
TM
IF FIXED…In
stan
t Sco
pe&
Just
ifica
tion
GAP The difference between where we are and where we would like to be...
Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/TCLWorkPack.htm
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
14
Our New OfferOur New OfferCustomer Need/ Want
Customer Need/ Want
Competitor Response
Competitor Response
Futu
reM
appi
ng 3
TM
Customer/ Client/ Consumer/ Company/ Competitor/ Co-Opitor/ Collaborator/ Context Setters/ Contributor/ Channel
Estimating Sustainability of the Opportunity
Project Name
Lear
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15
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
15
The Change Leader’s A.N.T.S.
Who
to
Chan
ge?
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
16
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
16Find
ing
Stak
ehol
ders
Peop
le I
can
thin
k of
who
…. are
involvedbut the
change/project
couldhappenwithout
them
thechange/project
couldNOT
happenwithout
them
People I can think of who will….be damaged as a
result of thechange/project
benefit from thechange/project
1. 2.
3. 4.
Approach with caution - you willneed your antennae up and toexercise caution not to permanentlyalienate them.
Ask these people up front to committo support project/ change. Theywill be a great invisible resource.
No need to create enemies. UseIssue -Data-Question-Build toemotionally engage.
Try to get strong sponsorship fromthese people. Enlist them as alliesto help manage other stakeholders.
How do I find out who my stakeholders are?
Stak
ehol
derG
ridTM
P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N E S S S C H O O L
Copyright Obeng 2004 All Rights reserved
NEVER SURPRISE your Stakeholders
Build TRUST rapidly to ensure they are really engaged
Give them reasons to BET on your SUCCESS
Rem
embe
r...
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
17
Sundeck of Success
Focus on the Future
1 Attic of Arrogance
Bad news from someone they respect
2 Contentment and Complacency room
Explain why they must Change?
4 Denial and Denigration room
Be clear on what has to Change?
Paralysis PitLearn from Action
5 Chaos and Confusion Room
Establish what to Change To?
Dungeon ofDespair
Motivation/Counselling
Wrong Direction DoorSack the Consultants!
3Revitalisation and Renewal Room
Explore how to Change and Sustain it?
How to Start?
4 Ro
om H
ouse
4
6 7
8
9
Mr
Min
dset
-In
itia
tion
Lear
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18
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
18
…av
oid
resis
tanc
e… e
ngag
e!Write it down here exactly as you would blurt it out
1. What I want to say... 2. What I will actually say...IssueID
QB
I D Q
B TMData
Question
Build Solution Together
Description of the problem/ opportunity
Example to make it clear and un-ambiguous what you’re talking about
Timing•All at once•As far as you can go in one
conversation•One step at a time
To trigger engagement
A dialogue
Copyright Eddie Ob eng 1995 Copyright Pe ntacle 2005 Al l Rights Reserved Not To Be Re produced , Copied or Modified
From http://www.Penta cleTheVB S.com/Workp ads.h tm
Lear
ning
To T
ran
sformThird Law of Change
Peop
le C
reat
e Ch
ange
- P
eopl
e Co
nstr
ain
Chan
ge
Rec
eptiv
enes
s to
Cha
nge
Surprise!
Stimulus!
Lear
ning
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19
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
19
Peop
le w
ho s
eem
to
...
Notunderstand whatyou are
trying toachieve
Understand whatyou are
trying toachieve
People who seem to... agree with the goals
of your project/change
a. b.
c. d.
Not agree with thegoals of your project/
change
Enga
ging
Com
mit
men
t
How do I get even the awkward ones to engage?
Stak
ehol
derG
ridTM
2
P R O V O K I N G – I N S P I R I N G – E D U C A T I N G – F A C I L I T A T I N G – C O A C H I N G . TH E V I R T U A L B U S I N E S S S C H O O L
Copyright Obeng 2004 All Rights res erved
NEVER SURPRISE your Stakeholders
Build TRUST rapidly to ensure they are really engaged
Give them reasons to BET on your SUCCESS
Rem
embe
r...
Lear
ning
ToTr
ansf
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20
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
20
Building trust with…NAME
For the purpose of...Promise
What:
By when?
Remindthem you Promisedand You’ve Done it
How was reminder made?
Response?
Do It
Delivered?
Round 1
Promise
What:
By when?
Remindthem you Promisedand You’ve Done it
How was reminder made?
Response?
Do It
Delivered?
Round 2
Promise
What:
By when?
Remindthem you Promisedand You’ve Done it
How was reminder made?
Response?
Do It
Delivered?
Round 3
Promise
What:
By when?
Remindthem you Promisedand You’ve Done it
How was reminder made?
Response?
Do It
Delivered?
Round 4
Test
E.g., Would you be comfortable with me doing/ saying/ etc in your absence?
Bind
ingR
ingO
fTru
stTM
Lear
ning
ToTr
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21
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
21
Plan to Test Principles & Patterns
ReflectionExperienceThe Implications Questions to ask:How do you think this will affect the future for: •you •your team •your stakeholders••
What response do you anticipate from:•your team•your stakeholders•competitors••
My Main Message
What I Anticipate the Implications will be
•••••••
Impl
i-K-
tions
Que
stio
nsTM
What They Anticipate the Implications will be
•••••••
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
22
Peop
le I
thin
k ar
e be
ttin
g on
cha
nge/
pro
ject
...
Failure
Success
People who I think want the change/project to ...
FailSucceed
A. D.
B. C.
Gue
ssin
g M
otiv
atio
ns &
Pr
edic
ting
Beh
avio
ur
Stak
ehol
derG
rid 2
TM
How do I find out what they will do to get in my way?
Nothing special. Delegate day-to-day management. Inform ofdecisions in advance - just don’tupset them!
Listen to their criticism and acceptoffers of help.
Find out why they want failure.Remedy. Re-involve and inform ofsmall and big wins.
Remove from the main action. Findout why they want failure. Remedy.Re-involve and inform of wins.
Lear
ning
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23
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
23
People morepowerful than me
People I needsomething from…
3. You will be able to call on the credits you build here in future
1. Enlist their allegiance in helping to tackle people in box 2
Subtly make sure that they are aware that you are helping them
4. Don’t waste your advantage by being coercive - Use charm or else they will gang
up with others against you
2. Play your cards close to your chest. Use alliances, Take your time. Get an ‘honest
broker’ to help present your case
People lesspowerful than me
People I have something to give…
Nic
’s P
ower
Gri
d
Nic
’sPow
erG
rid 2
TM
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
24
Peop
le w
ho a
re .
..
Notshowing
real support
showing real
support
People who’s...
Success you affect through your delivery
a. b.
c. d.
actions affectyour success
Hig
hlig
htin
g Ri
sks
Who are the real showstoppers and how do I prevent them from stopping the show?
Don’t overplay your hand and become coercive. Don’t upset them. Show real gratitude for their help.
Gain continuing participation. Watch closely for any signs of declining support. Act immediately
Organise a straight-talking implications session as soon as possible
Use an ‘implications discussion’ to highlight the reasons they need to be more engaged in the project/change
Stak
ehol
derG
rid 2
TM
Lear
ning
ToTr
ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
25
… make it familiar …make it exciting
Write it down here how you would describe your idea
It’s like...L-
Eve-
8 3
0 Se
cond
Pit
ch
L-Ev
e-8TM
Meets...
But with/ without...
And what’s really cool about it is...
Description of a popular product/ film/ brand/person
Description of a popular product/ film/ brand/person
The distinctive properties of your idea
Why the Customer/Client will love it/ Why it is of real advantage to your organisation
Space for creative doodles
Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/Workpads.htm
Lear
ning
To T
rans
form
The
R.A.
B.B.
I.T.
Jou
rney
Key Concepts
Key Tools &Techniques
Push-Pull SparqsTM
Idea improvement
OrganoWebTM
Project Types andManagementApproach
Leadership
Protection
Chunking
De-Risking
Strategic Choice
Self-service
EmotionalEngagement
Establishing Value
Creating TheOpportunity
AchievingFocus
Making ItPossible
EngagingCommitment
Making ItHappen
Old/New WorldKnowledgeLiabilitiesTM
SmartFailureTM
MagicBoxTM
IdeasMagnetTM
Making Time Fit for‘Breathing’RABBIT TM ModelOrganoWebTM
VisualisationSparqingTM - sources ofinnovationLoop-It-UpTM
Leading2ResultsStickyStepsTM
Appear! TM RaisingVisibilityNWPMATMmethod/Project DynamicsTeamFit/DeadBodySyndromeHere-To-ThereTM
ReviewGapAanlysisTM-BadOldDaysTM
TimeReverseTM/Resourcing
Leadership Quiz2FixItNowTM
ChunkingTM
Partners Skill/Risk ProtectionStrategyGap AnalysisTM
Consumer/Customer/Client/ChannelBreakthrough team Future MapTM
OrganisationCapability
EDDTM Strategic ThrustFast-Good-CheapMoney MakingMachineTM
MirrorHurdleTM - SelfAppraisalGloveHurdleTM - FitanalysisShoeHurdleTM -Attractiveness/ Valueto customer
Hopes&FearsTM
EmoteTM - EnsuringResiliance DCRStakeholder Grid 1TM
IDQBTM
Stakeholder CommsPlanningStakeholder Grids2TM
ValueMappingTM
Champion-SponsorThe Cloak ofinvincibility
HealthCheck Scores:
DatabaseMean
R.A
.B.B
.I.TTM
69.93 63.1272.6467.52 73.85
0
50
75
85
95
HealthC
heckFeedbackBands
Copyright Eddie Obeng 2000 All rights reserved
Lear
ning
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ansf
orm
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
26
But with/ without the very small change that...The minimum distinctive properties of your idea
And because it’s the same we know it will work and in addition it will give us…The biggest improvement with the smallest change
… make it familiar …make it non-threatening
Write it down here how you would describe your idea
It’s almost exactly the same as…Description of an event or situation which your audience will befamiliar with
Futu
reFa
mili
ar
Futu
reFa
mili
arTM
Copyright Eddie Obeng 1995 Copyright Pentacle 2005 All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/Workpads.htm
Lear
ning
To T
rans
form
The
R.A.
B.B.
I.T.
Jou
rney
Key Concepts
Key Tools &Techniques
Push-Pull SparqsTM
Idea improvement
OrganoWebTM
Project Types andManagementApproach
Leadership
Protection
Chunking
De-Risking
Strategic Choice
Self-service
EmotionalEngagement
Establishing Value
Creating TheOpportunity
AchievingFocus
Making ItPossible
EngagingCommitment
Making ItHappen
Old/New WorldKnowledgeLiabilitiesTM
SmartFailureTM
MagicBoxTM
IdeasMagnetTM
Making Time Fit for‘Breathing’RABBIT TM ModelOrganoWebTM
VisualisationSparqingTM - sources ofinnovationLoop-It-UpTM
Leading2ResultsStickyStepsTM
Appear! TM RaisingVisibilityNWPMATMmethod/Project DynamicsTeamFit/DeadBodySyndromeHere-To-ThereTM
ReviewGapAanlysisTM-BadOldDaysTM
TimeReverseTM/Resourcing
Leadership Quiz2FixItNowTM
ChunkingTM
Partners Skill/Risk ProtectionStrategyGap AnalysisTM
Consumer/Customer/Client/ChannelBreakthrough team Future MapTM
OrganisationCapability
EDDTM Strategic ThrustFast-Good-CheapMoney MakingMachineTM
MirrorHurdleTM - SelfAppraisalGloveHurdleTM - FitanalysisShoeHurdleTM -Attractiveness/ Valueto customer
Hopes&FearsTM
EmoteTM - EnsuringResiliance DCRStakeholder Grid 1TM
IDQBTM
Stakeholder CommsPlanningStakeholder Grids2TM
ValueMappingTM
Champion-SponsorThe Cloak ofinvincibility
HealthCheck Scores:
DatabaseMean
R.A
.B.B
.I.TTM
69.93 63.1272.6467.52 73.85
0
50
75
85
95
HealthC
heckFeedbackBands
Copyright Eddie Obeng 2000 All rights reserved
Lear
ning
ToTr
ansf
orm
27
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
27
The Change Leader’s A.N.T.S.
How
to
mak
e th
e Ch
ange
ha
ppen
?
Del
iver
ing
Tom
orro
w
ALL CHANGE!
Lear
ning
ToTr
ansf
orm
28
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
28
BEHAVIOUR
EMOTIONS
ACTIONS
THINKING
SITUATIONCom
plet
eLea
ders
hip
Focu
s5TM
Com
plet
eLea
ders
hip
TRANSMIT RECEIVE
What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)
Reinvention through effective
LEARNING
What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)
Creating a compelling
VISION
What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)
Alignment through
INCLUSION
What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)
Driving through
DIRECTION
What is Needed (o)0 - - - - - - - - - - 50 - - - - - - - - - -100 SCOREHealthCheck Score (x)
Emotional engagement through
MOTIVATION
Remember to...
Remember to...
Remember to...
Remember to...
PAIN
TIN
G-
BY-N
UM
BERS
QU
EST
FOG
MO
VIE
Spec
ific
issu
es..
.
Spec
ific
issu
es..
.
Spec
ific
issu
es..
.
Spec
ific
issu
es..
.
Leading to Results...
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
29
WE MUST HAVE…(First word is a VERB)
* Sequence:1. Earlyish lateish - normal2. Easy hard - credibility3. Engaging key stakeholders mixed involvement
Stic
kySt
epsTM
41.
Gai
ning
Per
spec
tive
IN ORDER TO HAVE … (First word is a VERB)Pl
anni
ng w
ithou
t ter
rorSt
icky
Step
s
Complete the sentenceSequence* the 'stickies'Break down each level until you reach tasksMark the task ’T’
Copyright Eddie Obeng 1995- 2008 Copyright Pentacle 2008All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/TCLWorkPack.htm
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30
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
30
Stic
kySt
eps 5
TM
2. S
ched
ulin
g
Plan
ning
with
out t
erro
rSt
icky
Step
s Week 1NOW
Week 2 Week 3-4
Write the person’s name here in a horizontal line with the action
Or
Write the persons name on the sticky
Month 2 Month 3 Quarter 2Arrangement:
Q 3-4
Task TTask T
EndEn
d
Task TTask T
SOON
LATER
Yr 2
Who?Who is accountable for this happening?
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
31
Fears /Risks(at the start)
Contingency or Plan B<Fears /Risksstill left only>
Monitoring<Fears /Risksstill left only>
Fears /Risks(still left)
Contain-ment Actions
Fix-It-NOW!
Use Hopes&FearsTM
What went wrong in the past, etc
When it all goes wrong: Insurance? Money? Alternatives?
Early Warning signs - Who’s looking out?
<Copy remaining Fears from first column to this on>
How do we stop it affecting/ wrecking everything else?
What to do? - By Who?- By When?
Fix-
It-N
owTM
3
Surv
ivin
g th
e A
liens
Fix-
It-N
OW
1. IDENTIFY THE DANGER
5. IF ALL PLANS FAIL -NOW WHAT?
4. KEEP AN EYE ON IT
3. LIMIT IT/ CONTAIN IT2. KILL IT NOW! IF YOU’RE SAFE
RELAX OR…
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
32
More of the same
in different/ more
demanding conditionsWe have
coreexperience
We know where
we are, but need to find out where to go and
that'sdemanding
We know where to go but we don't know how
Don't know where we are, don't
knowwhere to go
butwe can't
stayhere
PAINTING BYNUMBERSKnow WHAT & HOW
QUESTKnow WHAT
MOVIEKnow HOW
FOGDon’t know WHAT or HOW
(or WHY)Type of Problem
Type of Change needed to be carried
out
Type
s of C
hang
eTM
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
33
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Lear
ning
ToTr
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rm16
Pain
ting
-by-
Num
bers
Proj
ects
whe
re t
he G
oals
and
Met
hods
are
ful
ly k
now
n
Defining initiative
and evaluation
at high level.
Refining Project, agreeing terms of
reference
Developing detailed
Planning & Resourcing
Implementing
Milestones
Close-out Hand-over
AllC
hang
eTMM
etho
ds 6
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Lear
ning
ToTr
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rm17
Que
sts
Proj
ects
whe
re t
he G
oals
is k
now
n an
d pa
rt o
f th
e pr
ojec
t is
dev
elop
an
appr
opri
ate
Met
hod
Building Commitment
Definition
Selecting Options
Implementing
Review Assessment &
SelectionResourcing
Setting Limits
Implementing
Implementing
Implementing
Close-out Hand-over
Definition Building
Commitment
Selecting Options
Resourcing Setting Limits
Implementing
Implementing
Time/M
oney Limit
Time/M
oney Limit
AllC
hang
eTMM
etho
ds 7
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Lear
ning
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Seeking & Identifying Stakeholder
s
Mov
ies
Proj
ects
w
here
the
M
etho
ds is
re
stri
cted
an
d be
nefi
ts
only
occ
ur
from
the
de
liver
y of
be
st G
oal
Explore GoalsRedefine
Goals
Create Story Board
Review With
Stakeholders
Resourcing Core Team
Sticky Steps
PlanningStep
Implement
Review With
Stakeholders
Agree Goals
Setting the Vision
Modifying Goals to Match
Resources
Step Review Check vs
Vision & Modify
Review With Stakeholders
Step Implement
Step Review
AllC
hang
eTMM
etho
ds 8
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Lear
ning
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Fog
Proj
ects
w
here
the
bo
th t
he
Goa
ls a
nd
Met
hods
are
no
t fu
lly
know
n
Establishing
Communication
Methods
Seeking & Identifying Stakeholde
rs
Gaining Problem
Agreement
Setting the Vision
Resourcing Core Team
Review with Stakeholders
Close Step Hand-over
Record Learning
Step Implementation
Decide Next Step
Step Review
Step Review
Review & Develop Vision
Review with Stakeholders
Close Step Hand-over
Record Learning
Step Implementation
Decide Next Step
Step Review
Step Review
Review & Develop Vision
AllC
hang
eTMM
etho
ds 9
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ning
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
34
4Cas
tTM
Forecast Horizon = Period over which we can forecast the future with acceptable certainty
Strategic Horizon = Period over which we would like to review
Now Soon Later
Tim
ing
of S
trat
egic
Eve
nts
Whe
n w
e w
ould
like
to
cons
ciou
sly
man
ipul
ate
the
futu
re 5
4
3
2
1
0Yr
INVENTThe Future
LEAD Organised Talent
DELIVER Today
DELIVERTomorrow
ENSURE Results
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35
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
35
The Change Leader’s A.N.T.S.
How
to
sust
ain
the
Chan
ge?
Del
iver
ing
Tom
orro
w
ALL CHANGE!
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36
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
36
HARDTangible £€$SpeedQuality
Mea
suri
ng P
erfo
rman
ce
Yard
Stik
TM
1. External
8. Internal7. Internal
2. External
5. Internal 6. Internal
4. External3. External
SOFTExperienceRelationship
ABSOLUTE RELATIVE
External - outside our organisationInternal – inside our organisation
How will you know you’re succeeding?What will you measure?
Absolute – number out of contextRelative - number in context or in comparison
OnB
a-l-
ance
TM
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
37
AccountableResponsibleProject Name:
You are counting on this person to deliver…
Has/ owns the resources which allow them to respond
ChunkTask
ActivityOutcome
R.A
.P.I.
D
Provides Input
Provides input in the form of resource information, materials, QA, etc.
Decision owner
Has the Decision rights associated with this…
R.A.
P.I.
D.
Who has what role in ensuring success?
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
38
CHECKERDOERSOLVERCARERKNOWER
PAINTING-BY-
NUMBERS
Team
Fit 8
TM
QUEST
FOG
MOVIE
•Stakeholder review•Sign-off proceedure•Peer review
•Closely spaced milestones•Working meetings•Paired/shared accountabilities•Outsourcing
•Brainstorming•Bencharking/Visits
•Team social activities•Leader 1:1s
•Bring in Experts•Use Consultants•Training•Practice/Rehearsal
Typical compensating actions
Very Useful
Useful
Not so useful
Team
Fit
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
39
Build
ing
a se
cure
Fut
ure
by re
flect
ing
on th
e Pa
stAc
tion
Rep
lay
Why did it work?How can we do more?
Why did it fail?What can we do differently
next time?
Why did this go wrong?How can we avoid it in future?
Why did this happen?How can we repeat it?
Worked well? Failed?
Plan
ned?
Not
Pla
nned
?
Write out post-its and stick them on here first and Discuss afterwards
Write out post-its and stick them on here first and Discuss afterwards
Act
ionR
epla
yTM
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
40
CHECKOUTMake sure that they have fully described what has happened for them so far
CO.A
.C.H
.
CO.A
.C.H
.TMASKAsk questions to deepen THEIR (not your) understanding
CHALLENGEChallenge them on what or how they are going to do differently
offerHELPIf / when they are unable to gain a deeper understanding or they can not rise to your challenge then and only then do you offer help
Remember to count to 5 before answeringYour other tricks•••••
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41
Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
41
What do I Want as an outcome?
For each option if chosen, what will happen Next?•••
What are my Options?••••…
deci
sions
…D
ecisi
ons..
.What is the real Issue?
Who are the key Stakeholders?ISW
ON
I S W
O N
TM
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
42
Write it down here exactly as you would blurt it out
2. What I will actually say...
1.PurposeWhy is this important/ necessary?
5 Ps
IDQ
B 2TM
2. PrinciplesWhat are the key things to remember to do/ not to do?
4. ProcessHow it could be carried out You can miss out this step?
5. PerformanceWhat will happen when we have succeeded?/How will we know we are winning?
3. PeopleWho are the key stakeholders?
1. What I want to say...
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
43
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009All Rights Reserved Not To Be Reproduced, Copied or ModifiedFrom http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Roles not JobsDeliverables not Resources
Accountabilities: You are counting on them to deliverResponsibility: They have the ability to respond
Make the most natural working way the actual working way
1. Issue/ Opportunity2. Information-check priority, implications, etc3. Stakeholder list:: To whom was commitment made? Who else is part of the Virtual Team? Who do I need to take along? Who else would this affect? Is there an appropriate leadership forum?4. Check with key stakeholders5. Resolution: Take local decision and inform stakeholders or create recommendation6. Agree/decide with stakeholders7. Close and communicate
SUPPLIERS
ALLIANCES
PARTNERSCORECAPABILITIES
PROFESSIO
NA
L SERVICES
CUST
OMER
S
COMM
UNIT
IES
CLIE
NTS
MONEY
MAKIN
GPR
OCES
STE
AMS
MO
NEY
MA
KING
PROJECT
TEAM
S
LEAD
ERSH
IP &
CO-O
RDIN
ATIO
N FO
RUMS
Pentacle Organow
ebTM
MONEY MAKING SOLUTIONS TEAMS
OPERATING PRINCIPLES1. Interdependence - make this clear2. Separate accountability and responsibility3. Federalism: the best person to do it should do it4. Virtuality: The effect is important, not the form5. Control must never outweigh leadership
Providing expert skills & resources
which are crucial to delivering the
money making processes, projects
& solutions and building talent
Prov
idin
g st
rate
gy,
leade
rshi
p, vi
sion,
cultu
re
and
inte
rnal
coor
dina
tion
and
cont
rol
Providing professional advice and support to the w
hole organisation
Providing a focus on
External Inputs
Prov
idin
g a 1
00%
focu
s on
need
s
Optimising outcomes
Delivering
big change
Ensur
ing da
y-to-
day v
alue
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
44
Write it down here:
The Commercials/ Financials-Before After
In?Out?Invested?
The (WIIFM) What’sInItForMe? For you major stakeholders-Internal
External (customers)
The description of the Deliverables
2. What I will actually say...
Once upon a timeCurrent situation
Key players
The problem - Don’t forget to tell them-what they see
what they hear (i.e.) what people are saying
how people feel
Upo
nATi
me
Upo
nATi
meTM
Many had tried (Optional)Previous attempts at solutions
But one brave team…Who
Why they were ill equipped
What they did to improve their chance of success
Explain the execution plan (Optional)
And they all lived happily..Future situation
Key players
The solution - Don’t forget to tell them-what they will see
what they hear will (i.e.) what people will be saying
how people will be feeling
But it only got worse (Optional)
How the problem evolved
1. What I want to say...
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
45
NewWorld
NewWorld NewWorld
NewWorldNewWorld
What to Change to? Hard and Soft
What to Change?Hard and Soft
How to make the Change happen?
How to sustain the Change?
Who is to Change?
Why Change?
Chan
geCo
mpa
ssTM
Copyright Eddie Obeng 1995- 2009 Copyright Pentacle 2009 All Rights Reserved Not To Be Reproduced, Copied or Modified From http://www.PentacleTheVBS.com/RABBITWorkPack.htm
Why Change?
What to Change to?
What to Change (Soft)?
What to Change (Hard)?
Who is to Change?
How to sustain the Change?
How to make the Change happen?
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Copyright Eddie Obeng Pentacle-1995 - 2009All Rights Reserved Not To Be Reproduced, Copied or Modified
From http://www.PentacleTheVBS.com/
46
Mor
e, m
ore
mor
e... Books
Carry out a HealthCheckHow am I doing?
Download more WorkPadsHow can you guide me...
Solution guidesHow do I…?
http://www.PentacleTheVBS.com/Workpads.htm
http://www.PentacleTheVBS.com/SolutionGuides.htm
From Pentacle Shophttp://www.PentacleTheVBS.com/shop_audio_and_books.htmFrom Amazonhttp://www.PentacleTheVBS.com/BooksOnAmazonUK.htm
http://www.PentacleTheVBS.com/HealthChecks.htm
Transform My OrganisationHow do we?http://www.PentacleTheVBS.com/LearningToTransform.htm
Become CertifiedHow to prove I can...http://www.PentacleTheVBS.com/Certification.htm
More about Pentaclehttp://www.PentacleTheVBS.com/Homepage_focus.htm
If yo
u w
ant m
ore