Clicky

Category

Featured

Change happens naturally

Change without Change Management

By | Featured, Impact-ology | No Comments
Change happens naturally

The business world is awash with change managers.  At Remodel International, we market ourselves as such,

…but maybe we shouldn’t.

Change management smells of somebody trying to change your mind.  And none of us likes to have our minds [forcibly] changed.

Being troubled about this has brought us to Frederic Laloux’s book ‘Reinventing Organizations’.  He says this about Change Management in his ideal company:

“…Here are two other terms I have not encountered even during the research: change and change management. That is rather extraordinary, when we come to think of it. Every manager knows that making change happen in an organization is hard. Change is one of the most frustrating, and therefore most widely discussed problems of management today. A whole industry of experts and consultants in change management has sprung forth to support managers in the trying journey of change…”

…and then he goes on the talk about a certain type of organization where no attention is paid to this “problem” at all. In fact, it isn’t an issue.

Intriguing?

We won’t try to cover the preceding 213 pages of Laloux’s book in a short blog. Instead, take a look at another blog of ours which discusses the ‘Impactology Wheel’ – a model company that manages itself, follows its purpose and goes where that purpose leads, powered by people in it that themselves care about the purpose and find meaning in fulfilling it in that company.

Noticeably such a company is not ‘driven’ by shareholders, the board, a sociopathic CEO, or relies on change managers to make things happen.

Impact-ology Wheel - outside view

The Impact-ology Wheel

By | Featured, Impact-ology | No Comments
Impactology Wheel

Corporations get a bad press.

Mostly because they seem to dehumanize the people who work in them and sometimes spoil the environment for others.  So how do you make corporations ‘more fit for human habitation’? That has been our mission.  But what does this really mean?

Well, we are going to get to that, but first we need think about the idea of a ‘corporation’…

In many ways, you can think of them as like people: some do good, some are self-serving, all are less than perfect, but all aspire to being better.

Corporations are co-operations.  There are other kinds of co-operations, of course, and what we say here applies to them. Like people, they are fundamentally good.  Our standard of living is due to the ability of people to work together for the benefit of others.  Pick almost any object or thing that you use every day and imagine how it could have been created without a group of people working together to make it happen.

So how do we focus on the good aspects of corporations?

Models are part of our business, so here’s a model:

Think of a corporation (/organization/education system) as a wheel rolling through life leaving the world a better place.

How does it work? How is it propelled? What’s it like to be part of it? Is it fun?

First: why do they exist? What is their ‘Purpose’?  Much is written today about having a clear purpose.  More than just a mission statement, although this is what you tend to see. It’s a ‘reason to be’ that requires imagination of a better world for at least some people.

To make the purpose real, people have to create and then provide some thing or service to someone outside.  Those in the company make a ‘Contribution’ which manifests as that thing or service.

When the product or service is delivered, it has an ‘Impact’. This is where the rubber meets the road.  That impact is initially on the customer.  However, there are ripples from that impact, after effects, you could say.

Impact is a neutral sentiment, but ‘Well-being’ is the feeling that you want.  If well-being increases, then the world feels a better place for those in it. That well-being ripples out to the customer’s family, community and the world at large.   If I buy a smart phone, I immediately feel good.  But then the community feels it when people are better connected. And then the world is better when people in remote areas can communicate where they could not do so before. The well-being left behind in the world as the smart phone corporation ‘rolls them out’ is immeasurable, but real.

Let’s talk more about those who work in the corporation.  Do they really feel all these things? Are they really clear about their purpose? Are they allowed to make a contribution? And do they like the working conditions? How is their well-being? Maybe if those employees fully realized the good they are doing, they would find meaning in their work and be motivated to do more.

If the answer to all these questions is a ‘yes’, then they will feel that they ‘Belong’. Think about it. That sense of belonging is the measure of how good that company is to work with and for.  It boils down to satisfying basic human needs: to have a reason to take part, to be able to contribute, to enjoy the journey with others and to find meaning in their work.

We all need some ‘Why?’, ‘How?’ and ‘What?’ [Simon Sinek has them in this order]

With belonging comes a greater sense of purpose and the wheel rolls on with greater contributions.

And so the wheel accelerates away, leaving more and more well-being in the world.

Notice some features:

The outer rim of the wheel is somehow inanimate, it’s just a machine.  But the machine is driven by a human motor.  Its heart is people. The heart is stronger when people Belong.

It’s what we call the ‘Impact-ology Wheel’.

15 Seconds of Silence = $15 Million Y.o.Y.

By | Attitude - Illogical Achieving, Featured, Finance - Illogical Profit, Manufacturing - Illogical Improvements, Paradigms - Illogical Improvements & Achieving | No Comments

Stopwatch and money

ILLOGICAL Improvement – Made Real & Logical Overnight

Here’s a true story from few years ago.   Names and places have been changed to protect the innocent…

A growing diagnostic reagent manufacturing business had a bottleneck in its key manufacturing process.  The line was running ‘flat out’ and the production team leader was under pressure to make more to supply a growing market. That´s when his boss called me in. Equipped with stop watch and notebook…went straight to work.  This may sound very ‘60s thinking but it is still worth doing today.   By the end of the day there was enough data to come to a conclusion. A quick analysis showed there was at least 25% spare capacity.  So, why the impression that the line was running flat out?

Coffee was needed with the team leader…

What’s going on? Who are the characters?  There’s Gareth reporting to the team leader, who has responsibilities beyond just this line.  He is experienced and not very opinionated.  He is a solid team member and good follower. On the line itself is Martin and some young and eager people, all willing to do what is needed. It’s Martin who really runs this show.  I had already been told to “watch him”, he holds the key, it seems.   First thing Martin said was, “I’ll eat my hat, if you can come up with ‘anything’ to make this line run faster.”

Hmmm… little did Martin know… I already had come up with something, though it was very important not to say just yet. …And we don’t want Martin to eat his hat; we want him to come up with the ‘something’ himself.   For Martin, who lived and breathed running this line, it was totally illogical there was any improvement possible and it was the machine not running fast enough causing the issue.

Having learned about the Socratic Approach from a training course, you know it is far better to ask people questions so they come up with answers themselves.  When ‘they’ think of the solution, it’s theirs…not yours ‘imposed’ on them.

It’s now time to arrange a little meeting with Martin and a couple of his colleagues, no need for the hierarchy to influence things.

First, we do a conceptual warm up exercise and show a picture of a highway with a traffic snarl up on it to get them thinking from different perspectives of the same issue.   Then start asking the ‘illogical improvement’ questions: “Where is the bottleneck?” and “How can you tell?”

They get the answers right without prompting.  So there is no problem with their fundamental understanding. Now let’s relate it to the problem in hand.  “So, where is the bottleneck, exactly?” Answered correctly.

Now the ‘illogical improvement buster’ question for them to realize the solution…“What do you have to do to maximize throughput?”

At that point I shut up and waited.  It took about 15 seconds for the team to figure it out.

Eventually Martin replies. “You have to keep it working all the time.”

“Excellent! Exactly correct!”

Together we examine the data recorded in the notebook and in more detail explain the findings.  “See here: the critical piece of equipment is idle, and then here again and here and here.” In fact, it was idle more than 25% of the time through the day.

“Oh!?” Martin replied surprised and happy to hear, more importantly, he was now open to the how-to’s.

Instead of ‘telling’ them… again I asked a ‘results thinking’ question, so they were able to come up with the solution themselves, even though I already had the solution… “So what do you have to do to get 25% more output in the day?”

Martin replied without delay: “Keep it working”.

Which lead me to the next question for them to ‘results think’ about: “How are you going to do that?”

Martin thought for a minute: “Well, the reason your notes show a temporary stoppage is that I have to stop sometimes to do these other things.”

Again asking the next ‘results thinking’ question: “So, how could you rearrange the work to avoid this?”

“We need an extra person.  Is it really that easy?”

“Yes.”

“Let’s try it then!”

Then I explained: “You don’t need an extra person: she is already there.  We just need to redistribute the work a bit. Agreed? Can you do it now?”

“Yes”

Very pleased they came to the conclusions themselves asking the right questions for them to ‘results think’ I wrapped it up for them to get on with it:  “Let’s try it then. I’ll leave now and you will do an extra-large batch tomorrow – ‘30% larger’, in fact.  I’ll call you on Monday to find out how you did.”

Monday came and with it the news that Martin has surprised himself and his team.  He is ecstatic to admit that he got 30% more output overnight.

That crew went on to sustain the performance.  That meant sustaining an extra $15 million of business year on year, without capital or extra revenue expense.

Martin didn’t eat his hat, because through the ‘results thinking process’ he came up with the solution and made the change himself.   Martin did admit, few years later, “I really take my hat off to you!”


To make a logical improvements from what appear to be totally illogical or impossible at first sight, leave us a comment or a question below or send us an email at james@reMODELInternational.com. We read every comment and email.

Also we really want to hear from you… let us know you were here.. give us a thumbs up, thumbs down, a share on your own page.  And please let us know what other topics you would like to hear more about.

If you are reading this anywhere other than on reMODELInternational.com, then head on over there where all the goodies are.

Thank you again and as Jeff Walker says… ‘Let’s Go Get ‘Em This Week!’

James La Trobe-Bateman, Co-Founder & C.E.O.

reMODELInternational.com …Since 1997

ILLOGICAL Improvements…Personal, Professional, Business

Email/Contact:  Think@reMODELInternational.com