Guerilla change. Effective change in international organisations using social technologies. How to use what you have to make it happen.

1. GUERILLA CHANGE
12TH DECEMBER 2012
TOM RIJKS
TOM.RIJKS@COMPANYCABOOSE.COM

2. HOW I GOT TO THIS POINT
Technology drives behaviour
Trust is everything
Use the system
New media means
change @warpspeed
Tribes create changes
Change Guerilla Style

3. CHANGE APPROACHES
System
Change
Guerilla Change
By Company Caboose
Behavioural
Change
Individual (I)
Servant
Change Behaviour
System (Them)
Autocratic
Manage Process
Community (We)
Transformational
Get Result

4. GUERILLAS
EXPERT
GUERILLA
SALES
GUERILLA
SUPPLY CHAIN
GUERILLA
CSR
GUERILLA
INNOVATION
GUERILLA
CUSTOMER
GUERILLA
GUERILLA CHANGE
LEARNING
GUERILLA
BUSINESS
IMPROVEMENT
GUERILLA

5. How to harmonise and implement safety
procedures in 21 production facilities in 12
countries?
PROCEDURE
&
BEHAVIOUR

6. TRADITIONAL APPROACH
1. Appoint (international) project team & steerco
2. Analyse the As-Is situation (focus interviews, desk
research, questionnaires)
3. Design the future state per country (Blue Print)
4. Validate with sounding board
5. Determine roll out strategy & plan roll out (create
SWOT Team or champions)
6. Set out the reporting lines and manage the project
7. Embed in line organisation to enforce

7. CHALLENGES
H2 get access to local
knowledge? H2 make sure the
solution really works?
H2 ensure similar
implementations?
H2 sustain safety
awareness? H2 transfer knowledge
across borders?
H2 involve all 21
production facilities?

8. GUERILLA CHANGE
DESIGN PRINCIPLES
START WITH THE END IN MIND
CO-CREATE
ENGAGE
ORCHESTRATE
MAKE IT SEXY

9. We are going
to put a man
on the moon
START WITH THE END IN MIND
The TÜV Audits have identified large gaps in our testing of Safety
Devices on the machines. We need to close this gap and we need
to close it fast. With our collective power we can make this
happen.

10. CO-CREATE
In the coming two weeks we will co-
create the concept testing procedure
for safety devices on our machines.
The procedure should cover two
areas:
1. Testing the operation of the
basic safety devices
2. More complex technical testing
of light guard reaction/machine
stopping times
We start sharing and discussing
current procedures where production
facilities have one (working or not)
and share ideas for requirements.

11. ENGAGE ALL LEVELS
The Leader and his
Kitchen Cabinet
The Management
or Project Team
Officers and
Experts

12. ORCHESTRATE
Roles, rhythm, decisions, tension

13. SOLUTIONLeaderProjectExperts
AMBITION
& PROMISE
FRAME
& PLAN
DESIGN
VALIDATECOLLECT
REFINE &
COMMUNICATE
MANDATE
& ASSIGN PILOT
EXECUTE
PILOT & SHARE
LEGISLATE
COMPLIMENT
& CELEBRATE
Week 8

14. ENGAGE FREQUENTLY
10X

15. MAKE IT SEXY

16. TECHNIQUE: PERSONAS
How can your
project solve
my problem?
Why is your
solution the
best way to
solve my
challenge now?
What does your
solution do for
me?
Who else has
experience
with solving
the probleem
this way?
Abstract in communication
Concrete in communication
Coöperatieve
Social acceptence
Rational
Usefulness
Paul Josefine
EduardoJanneke

17. OUTCOME
Procedure works!
And is embedded in behaviour
Implemented in 8 weeks by the people in
the production facilities themselves
60% less cost, 70% less time
Start of maintenance community &
international collaboration

18. THE DIFFERENCE
Why representatives?
Why a gap analysis?
Why only functional?
Why travel?
Why take so long?

19. GUERILLA CHANGE
Tom Rijks – Company Caboose – tom.rijks@companycaboose.com - +31 6 41866717