Workshop on change effectiveness. Jildau Piena & Melanie de Waal

Transcription

1 Workshop on change effectiveness Jildau Piena & Melanie de Waal 25 September 2015

2 How do people change?

3 Programme 1. Introduction DNB's approach to capacity for change Why is capacity for change important? What is capacity for change? Capacity for change model 2. Instruments and practical examples Change rationale (exercise) Circular processes 3. The role of supervision: dilemmas and challenges 4. Effects/experiences Findings What benefits does the study produce? Any questions?

4 Why is the study on capacity for change important? Financial institutions have large change agendas. Are companies capable of implementing changes effectively and on a lasting basis? It is important when viewed from the supervisory authorities' perspectives: services to customers and investors must be provided with due care (AFM) and companies must be in good financial health (DNB). It is in line with the increasingly forward-looking role that DNB and the AFM fulfil.

5 What is capacity for change? An organisation's capacity for change is defined as the degree of willingness and ability among groups of employees to embrace and achieve ambitions and intentions Are the plans as they are made on the drawing board actually put into practice?

6 Capacity for change model achieved effect progress relative to the intended effect

7 Change rationale

8 (Change) Rationale Why? The intention What, in your view, was the most immediate reason for the change? What, and whose, underlying difficulty motivated the change? What? The idea What will change and for whom? Which elements of the change are emphasised, and which have remained underexposed so far? To what end? The direction What will be different if the change is successful? What is the ultimate objective, the dot on the horizon? How attractive and for whom? How? The process, the roadmap What steps (interventions) are needed to bring the change about? Coherence? Show stoppers? Top down process or bottom up? Who? The participants Who is involved in the change and in what capacity? How does the change feel for each of those involved? Where and when? The logistics and timelines When should the change be completed and what are the principal milestones or critical points on the way there?

9 Excercise Change Rational Individual assignment (10 minutes): - Think of change process in your organisation or a financial institution you supervise - Try to answer all the answers for your example - What do you observe? What is missing? 9 <Klik op 'Koptekst en voettekst' om auteur en afdeling op te geven> 22 augustus 2014

10 Capacity for change model achieved effect progress relative to the intended effect

11 Circular process

12 Example of a circular process Manager solves problems It will go faster if I solve the problem. I will remain in control if I solve problems. Staff members need my help. Managers interpret Staff bring up problems 12 behaviour Staff members interpret He knows exactly what he wants. Why not let him take responsibility? He won t like our solution anyway. thoughts

13 Change and the role of supervision dilemma s and challenges (En)forcing or facilitating change as supervisor? How does this type of supervision differ from the work that consultants do?

14 Findings Capacity for change findings Urgency: Success factors Impediments Setting priorities: The key players in financial institutions have a widely shared sense of urgency that change is needed, that it should happen now, and will happen. Willingness to change: A high degree of willingness to change among employees working at all levels Priorities are not sufficiently clear regarding the many challenges financial institutions are facing today. Embedding change: Financial institutions have a hard time dealing with the long-term approach needed and to complete and embed the changes. Reflective learning: Financial institutions have problems with reflection during change processes and therefore do not learn enough from their experience. Leadership is a key factor, both for the success factors and the impediments.

15 Closing remarks - What did we gain from this examination? The examination on capacity for change aims to identify patterns that impede or foster successful change. Supervision: Enhanced knowledge/understanding of how change works inside specific companies Improved knowledge of change management in the financial sector More effective supervision Reflection on our own actions Company: Insight into factors that impede or foster successful change Practical suggestions on how to improve capacity for change

16 Thank you, questions? 16 <Klik op 'Koptekst en voettekst' om auteur en afdeling op te geven> 22 augustus 2014