Posts Tagged ‘Rothwell’

Our Second Edition of Change Champions has been out only one week and is already in the top 50 Organization Change books.

July 27, 2013

Our Second Edition of Change Champions has been out only one week and is already in the top 50 Organization Change books.

Many of the great OD gurus write in it like Schein, Oshry, Katz, Burke, Cooperidder, Koestenbaum ( #1 business philosopher of all time), Weisbord, Owen, Axelrod, Ulrich, Goldsmith, B. Johnson, Rothwell, Balasi, Janoff, Warrick,  Dannemiller team ( Eggers), Kimball and so forth. 

 A highlight for me is Burke’s chapter on his four phases of leading organization Change:

  1. Pre-launch
  2. Launch
  3. Post Launch
  4. Sustainment

 This is his clearest summary ever.  Burke said at a recent presentation that 70% of change efforts fail. Why? In my mind because canned tools are depended on entirely too much. Greater success would occur if Change Agents understood Schein’s process consultation and practiced Burke’s phases. Since he first unveiled the phases at an Academy of Management presentation, I have used his 4 phases as the foundation of my Whole System Transformation Methodology.

It just might be so that Warner Burke has authored more popular Organization Change books and chapters than anyone. I also suggest one read his latest edition of “Organization Change.” Another book that I highly recommend is Weisbord’s latest edition of “Productive Workplaces.” And of course, the new book just out by Schein titled “Humble Inquiry.”

 

 

Dubai Podcast with Emma on Whole System Transformation

July 25, 2013

Dubai Podcast with Emma on Whole System Transformation

An overview on how I help an enterprise become dramatically different and more effective.

An Executive Team from Dubai just transformed

One of my great Executive Teams in Dubai just Transformed. They actually look happy.

Roland's arm around Charlie who with Edie and others wrote the first book focused on Feedback

My arm around the guy who started me from National Training Laboratories (once in Bethel Main, USA.)

See a past blog for 4 videos that sum up his life as a Change Agent. His Wife, Edie, joins him. Everyone loved Charlie. He touched so many lives.

Thank you Emma for spreading the truth about Organization Change

Thank you Emma for making the Podcast and spreading the truth about Organization Change

We are living in the most exciting times in the history of the world.

A precis of Talent Management application with OD principles and practices

July 17, 2013
Accelerated Talent Management™ using Whole System Transformation™ Methodology!
– by Roland Sullivan, SULLIVAN TRANSFORMATION AGENTS
CAPix innovative partner
in collaboration with Dr. William J. Rothwell
Presentation for PSTD Foundation Inc, Manila & Cebu, Philipiines at Asian Institute of Management

Align your team with direction!

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 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.

 

To follow our dialogue and learnings join the group at Linkedin that Rothwell and I started. It is titled: “Accelerated Talent Management Utilizing Change Management Methodology”

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Rothwell with Dr. Perla, a 25 year friend who I gave the Asia OD Network Lifetime achievement award to. She is one of the leading women who has brought OD to Asia. Bill is signing our third edition text book that she uses in the Masters and Ph.D programs at Assumption University. Our next AODN Summit will be at Assumption in Thailand. 

Accelerated Talent Management ™ Utilizing Change Management (OD) Methodology

July 15, 2013

Accelerated Talent Management ™ Utilizing Change Management (OD) Methodology

ATM Manila keynote link: Come to Linkedin and join the new Penn State Group titled: Accelerated Talent Management Utilizing Change Management ( OD ) Methodologies  The link is my keynote this afternoon for the Philippines in a ying yang with my pal Professor Rothwell. 

Ask your questions. Challenge our assumptions. Offer your wisdom at the Linkedin Group. 

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

June 23, 2013

ImageImage

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.