RTSC Session III

1. ‘The pessimist
complains about the
wind
The optimist expects
it to change
The leader adjusts
the sails’

2. Real Time Strategic Change Learning
Series
Session III
April 24, 2009

3. Conference Call Dial In Number
The conference call will begin at 12:45pm
• 1-800-511-7985
• Access code and pin: 241230-1265
Who is Here?
• Where are you today?
• In what one or two ways have you been able to apply what
you’ve been learning in the Series?

4. Series Purpose
To learn how to make the future happen
faster in all of your change work.

5. Series Outcomes
• Understand and of your to applyworksix RTSC principles
to accelerate all
be able
change
the
• Know the best ways, best times,achieve the best results
include in your change work to
and best people to
• Understand howchange workkey leverage points to
accelerate your
to identify
• Gain insights that you can act on right away
• Know ways that you can support or sabotage your efforts

6. Session III Purpose
To understand the Areas of Work of
RTSC so you have something to deviate
from in your own practice.

7. Session III Outcomes
• To Understand the three Areas of RTSC Work and what’s
required to complete each one
• Gain insight into how you can support and sabotage your RTSC
efforts
• Leverage your current work by seeing it through the lenses of
the RTSC Phases
• Get some ideas about how you can apply the Areas tohelp you
achieve better results
• Appreciate how together, the Principles and Areas of Work
enable you to create the future faster

8. Agenda
• Responses to Session I Questions
• Additional Questions and Answers
• What is Real Time Strategic Change?
• Case Study: Application of Principles
• How RTSC Is The Same and Different From Your
Current Work

9. What is Real Time Strategic Change?
A principle-based approach to engaging
people in creating their collective future,
faster.

10. Responses to Session I Questions
• How do you manage the polarities of participation and direction in a
company which over-focuses on participation, and always looks for
consensus and relationship? Could you give us an example where you
worked in this scenario?
• Introduce Polarity Management and map this polarity
• “Getting Unstuck Process”
• Increase informed discretion – “After Decision Review” used at
Unocal

11. Questions and Insights From Our Work So
Far…
What questions and insights do you have
from any of our work so far?

12. Real Time Strategic Change Principles

13. Real Time Strategic Change
Areas of Work
Scoping
Possibilities
Creating
Organization-Wide
Congruence
Developing and
Aligning
Leadership

14. Effective Change
Applicable in any context Directed requirements
Integrates well with other approaches Clear approach, easily understood
Invites innovation Great predictability
Flexible Principles and Structured Processes
Specific work to do is unclear Works consultant need not client issues
More difficult to apply and master Stifles creativity
More challenging to learn Difficult to “play well” with others
Ineffective Change

15. Scoping Possibilities
Deliverables
• A clear purpose and outcomes
• Ways you can integrate this effort
with other work in the organization
• Leverage points that will accelerate
change Scoping Possibilities
• A roadmap with key events,
measures, milestones, and
responsibilities

16. Scoping Possibilities
Purpose of Work: Create a clear roadmap for the overall effort that accounts
for:
• Past experience with change,
• Successes you have already had, and,
• Areas of greatest leverage that will help you create your future,
faster.
• Time and effort invested in Scoping earns dividends throughout
the rest of the change effort.
• The most successful transformation efforts make wise use of
limited resources (time, money, political capital, and others), and
Scoping enables you to do that.

17. Developing and Aligning Leadership
Deliverables
• Agreement on why change is needed
• Clarity about your future direction
• Commitment to make needed
changes
Developing Aligning
Leadership
• Confident leaders able to provide the
leadership required

18. Developing and Aligning Leadership
Purpose of Work: Develop the capability, capacity and alignment required
in leadership for the effort to succeed.
• Individual and collective knowledge, skills and abilities
• Understanding and fulfilling the needed roles
• Provide and accept support and guidance
• Live the organization’s preferred future

19. Creating Organization-Wide Congruence
Deliverables
A solid fit between your:
• Internal and external realities,
• Vision for the future,
• Strategies and plans, Organization Congruence
Wide
• Systems, structures and processes,
and
• Daily work

20. Creating Organization-Wide Congruence
Purpose of Work: To fully leverage your entire organization, its members
and all key stakeholders in creating your future, faster –
and sustaining it over time.
• The greater the congruence the fast and more lasting the changes
you’ll achieve
• Positions you for success now and into the future
• Change-ability as single most valuable core competency

21. Managing the Tension Between Structure and
Flexibility
Scoping
Possibilities
Creating Organization-
Wide Congruence
Developing and
Aligning
Leadership

22. Case Study Background
• 112 year old social services organization
• 38 Affiliates and National Office
• New “Aging Strategy” to be implemented
• History of unproductive, high conflict events
• Broad based lack of trust
• Resistance to new strategy

23. Case Study Purpose and Outcomes
Purpose
To engage the organization and key stakeholders in effectively
implementing the new Aging with Options strategy
Outcomes
• Aligned Leadership
• Strong Team of Stakeholders for Future Work
• New Aging Programs and Services in all Affiliates
• Increased Revenue to Counter-Balance Decreased Government
Funding

24. Change Effort Roadmap
Late Mid March Late March May June
February Mid April
Governance Decision
Winter CEO Follow Up Making Process
Conference Meeting
CEO Process Decision Making
CEO Meeting At Emergency Annual
Process Design Team
Conference Board Conference
Meeting
Four Conference Off-Line Work
Calls

25. RTSC Principles:
Polarities and Greater Purposes
Accelerated Change Organizational Energy
Plan For Live Future Best of Past/ Compelling
Future Now Present Future
Preferred
Real Time Future
Organizational Commitment Create Effective Collaboration
Community
Participatio Direction All RTSC
Work
Allegiance Allegiance
n Engage and to Part to Whole
Include
Build
Reality is a Understanding
key driver
Aligned Action Informed Decisions
Internal External Common Unique
Realities Realities Information Information

26. Real Time
Needs and FocusAction and Impact
Needs and Focus for Work
Plan For Future Needs Live Future Now Needs Preferred
Real Future
Time
• Clarify new strategy and • Collaborative culture
people’s roles in it • Governance agreements Create
• Understand what stays the • Positive experience with Community
same/what changes conflict All RTSC
Work
• Engagement in strategy Engage and
Include
Build
Reality is a Understanding
key driver
Action and Impact
Plan For Future Actions Live Future Now Actions
• 3 Rounds of Strategy • Turnaround on Strategy at
presentation/Q&A at Conference
Conference • Safe and fair Discernment
• Detailed roadmaps as Process
“take home” • “Healthy” Leadership

27. Preferred Future
Needs and FocusAction and Impact
Needs and Focus for Work
Best of Past/Present Compelling Future Preferred
Real Future
Time
• Affirm traditional • Experience of new way
strengths of working Create
• Leverage passion to serve • Real progress on Aging Community
Strategy All RTSC
Work
• At least “do no harm” Engage and
Include
Build
Reality is a Understanding
key driver
Action and Impact
Best of Past/Present Compelling Future
Actions Actions
• Existing services • Publicize “early wins”/
supported learning with strategy
• Focus on enabling • Develop good
organization to thrive governance structures
• Use existing governance • Demonstrate trustworthy
documents process

28. Create Community
Needs and FocusAction and Impact
Needs and Focus for Work
Allegiance to Part Allegiance to Whole
Preferred
Real Future
Time
• Alignment within sub-groups • Everyone caring more about
the whole Create
• Retain autonomy of Affiliates Community
• Sub-group to lead CEO • Representative cross-sections All RTSC
Discernment Process doing all work
Work
Engage and
Include
Build
Reality is a Understanding
key driver
Action and Impact
Allegiance to Part Actions Allegiance to Whole Actions
• Sub-groups represented in all • Max-mix seating at
work Conference
• Integrity in all work • Integrity in all work
• “Part” interests affirmed • Discernment Process benefits
all

29. Build Understanding
Needs and FocusAction and Impact
Needs and Focus for Work
Preferred
Common Information Unique Information Real Future
Time
• Detailed understanding of • Coaching CEO
strategy Create
• Tiers for implementing Community
• Needs of each group • CEO Discernment Process All RTSC
• Approach to constructive Work
dialogue Engage and
Include
Build
Reality is a Understanding
key driver
Action and Impact
Common Unique Information
Information Actions Actions
• Sharing of Strategy • CEO Conference
• All “Shepherd Team” dialogue
activities • “Shepherd Team”
• Documentation of all work in progress
dialogue • Feedback from first
CEO meeting

30. Reality is a Key Driver
Needs and FocusAction and Impact
Needs and Focus for Work
Internal Reality Needs External Reality Needs Preferred
Real Future
Time
• Increased trust • Learning about new
• Owning strategy regulations Create
• Knowledge about Aging Community
• Requirement for continuing
current services population All RTSC
Work
• Learning from early Engage and
adopters Include
Build
Reality is a Understanding
key driver
Action and Impact
Internal Reality Actions External Reality Actions
• Expert consulting support • Inclusion of strong
for implementation facilitation in all work
• CEO “truth telling” • Broadened base of
• “Change Possibilities” involvement (e.g., Board)
panel at Conference

31. Engage and Include
Needs and FocusAction and Impact
Needs and Focus for Work
Preferred
Real Future
Participation Needs Direction Needs Time
• Many groups needed • Clarity about what was Create
voices heard fixed/flexible Community
• Interactive Winter • Clarity on authority/ All RTSC
Conference decision making Work
• Fair process with integrity Engage and
Include
Build
Reality is a Understanding
key driver
Action and Impact
Participative Actions Directive Actions
• Broad cross-section at • Strong “facilitative
Conference leadership”
• Tiers could change • Governance as focus for
• Opportunity to influence work
Strategy
• “Shepherd” Group for
Decision Making Process

32. Goals For The Decision Making Process
• Healthy, Respectful Process
• Understood the issues and had the difficult conversations
• Learned how to use this process for other issues
• Able to re-focus on our mission and move forward
• Organizational Alignment

33. Design Criteria for the Process
•Involve the right people
•People are committed to the process and decisions made from it
•Respectful Process
•Be clear and transparent in all communications
•Be efficient so that we can focus on our mission
•Use Existing Governance Structures

34. Stakeholder Groups That Need to be Involved
• The NEC;
• Local Boards;
• The National Board;
• The Council of Ministers; and,
• Local CEO’s

35. How is RTSC the Same and Different From
Your Current Work?