Posts Tagged ‘change mangement’

Yes. Even Roland Can Change!! Introducing Accelerated Talent Management Utilizing WST

June 23, 2013

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Here I am with my friend  of 28 years, Professor William J. Rothwell. Arguably, he is one of world’s gurus around talent management and succession planning. Certainly is Number 1 in Asia.

According to U.S. News and World Report, we can say without argument that he heads the number one HRD Masters and Ph.D program at Penn State

He suggested we team up and incorporate his wisdom around talent management and my proven methodology around whole system transformation.

We have named it accelerated talent management(™)  utilizing whole system transformation(™)  or ATM: WST

In the previous blog I introduced you to Dr. John Spence. He says the number one issue today in organizations is talent management.

Bill and I believe that we can embed talent management faster, cheaper and better than it’s ever been done before.

See the accompanying article for a deeper explanation. I am open to talking about this with you at any time. The best way to reach me is at R@rolandsullivan.com

Accelerated Talent Management™:

Utilizing Whole System Transformation ™  Methodology

 Many organizations are experiencing the need to improve the number and quality of people they attract, develop and retain so as to meet needs resulting from such issues as pending retirements, explosive business growth, or competitive problems. While talent management is usually associated with a systematic process of attracting, developing and retaining talented people, about 70 percent of all such programs fail within the first 3 years. There are many reasons for failure. Common reasons include:

-Executive leadership not completely involved and aligned around strategic workplace learning,

-Lack of clear and measurable goals,

-Lack of clear roles for different stakeholder groups (such as senior leaders, HR practitioners, operating managers, and workers),

-lack of accountability systems to ensure that each stakeholder group acts according to their expected roles to help the organization achieve its targeted talent goals

-The critical mass not engaged in the understanding and assimilation of strategic direction

-All employees engaged rather than having a program cascaded and imposed upon them

Setting up and sustaining a talent program can be challenging. Many elements must be integrated if a talent management program is to be successful. Organizations need present and future profiles of ideal performers (competency models), performance management systems that are objective and well integrated with measurable organizational productivity goals, objective promotion systems, and systematic approaches to build individual and group capacity to meet future organizational needs. Creating these elements can be time-consuming and expensive.  Working in large transformative summits  reduce the cost and risk of failure. Software solutions alone will not work simply because they provide the means to use the existing content that must be created by the organization and its leaders in ways that are effectively tied to national and organizational culture.

One solution is to first help Executive leadership transform their attitude, behavior and direction for managing and leading the talent of the organization. Secondly we design summits with design teams representing the enterprise as a whole. Thirdly we set up a perpetual talent management journey that sustains itself long-term. Fourthly we focus on helping an internal change agent(s) to continue to facilitate the effort with reduced dependence on external resources.

In sum, the purpose of Accelerated Talent Management™ (ATM) is to execute a systematic approach that builds commitment among decision-makers and workers while also creating the essential elements of an effective talent and succession management system that produces a thriving business.

ImageHere is Dr. Glenda.

Not since Glenda and I consulted General Motors and integrated her great Human System Philosophy with my WST have I done such a collaboration. You see. I am pure process. Process supports all content.

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Dr. Spence has the the truth of the gospel of performance management. I have the process to embed the truth.

June 19, 2013

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Keys to performance management milestone 4.13 from John Spence

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As My Hero, Kurt Lewin, often said. There Is Nothing so Practical As a Sound Theory.

Dr. Spence Has the Sound Theory. 

My Latest Thought Is That Culture Eats Strategy for Lunch And Process Eats Theory For Lunch… If Process is  Grounded In True And Simple Theory…  The elephant’s full and begins to dance.

 For those who care about high performing organizations,  I invite you to start with John’s set of slides.  He reads 100 books a year  so you and I don’t need to.  We just need to get off our knees and stand up and listen to his Gospel  or the word of truth.

A most profound statement on “Complex Systems” underpinning my 50 years of work around system change and learning

June 18, 2013

A most profound statement on “Complex Systems” underpinning my 50 years of work around system change and learning

Jay has influenced my thinking as far back as the 60’s. There is an old OD adage, If you want to understand something, try to change it.  Every since I read Bertalanffy in the 60’s, I have been engaged in system’s thinking each and every day. 

Now I am ready to teach internal change agents what I know about sustaining whole system change. Yes, Dr. Jay, our leaders MUST begin to understand general systems theory.  I help them understand and apply the “practice of system development”.  

http://www.bertalanffy.org/system-theory/

 

Oh. Jay mentions feedback. Lewin, the direct teacher of my mentors was the first to ever use the word “feedback” in the context of human systems. Each day of my life is thinking about feedback. I am even working with Lou Carter to come up with an incredible on-line feedback system for individual and team change. Google “Skillrater”

There is a great book out there by one of the original 100 Change Agents, Irvin Rubin from MIT.  Get it. Read it. 

 

System Thinking Video from Senge: One of the foremost contemporary whole system experts

June 8, 2013

System Thinking Video from Senge: One of the foremost contemporary whole system experts

This video is foundational thinking for all that I do. Currently I am preparing a change blueprint to help an Asian company,  create a leadership development effort for 200,000  people outside their country.

 

Ron Lippitt, the first to ever write a full book dedicated to change management or then called, “planned change”, taught me  to turn work place training to whole system work.

 

This is how I envision doing so.

 

Start with the Chairman’s committee.   Have them identify the key business challenge that will benefit from a new worldwide harmonized the leadership philosophy and practice.  Plus have them establish the leadership theory, challenges and suggestions for transferring to the rest of the organization. The result of their work is then handed off to a design team that will create a transformation experience for the next 300 executives in the home country. The directive to them is to transform themselves and then set the tone and direction for management of the meaning people.  This clearly is not traditional cascading. Instead, we have each group assume of themselves how they are going to assimulate the direction from the top.  The system wide journey is lead by a team of  internal change facilitators and trainers to engage all. They essentially will follow my 10 practices for whole system transformation. 

I would very much be interested in your feedback.  

 

 

International OD / CM

June 4, 2013

International OD / CM

Global Organization Development is caterpillar about to become a butterfly. Here is an excellent conceptual framework from a Pepperdine MSOD student working at Google.

The essential profile of an effective OD person

May 12, 2013

The essential profile of an effective OD person

This is from the 7th most influential business woman in Europe. She just went off the board of   ODN. She received her training at NTL where I was introduced to OD when I was a teenager. 

I love her subtle dissing of HR, change managment and coaching. Her focus is on OD or large scale system change not playing games as a superficial team builder.