change management

Time to bring creativity into change management

Time to bring creativity into change management

There is a lot of change management methodology, both off the shelf and bespoke, out there to support significant change initiatives in organisations. The resulting template driven approach to managing the changes associated with IT implementations and organisation and process re-design projects can at times under-deliver.

We believe it’s time to bring a bit of creativity and innovation into organisation change programmes and involve team members in designing both the change experience (as one would design a customer experience!) and new ways of working that often underpin large organisation change programmes.

Design thinking is an alternative approach to traditional problem solving that has mostly been associated with product development and the creative industries.

Research shows that diversity and inclusion within the workplace will also result in …

Microlearning platforms

Design Thinking

Design Thinking

I recently stumbled upon a good read titled ‘Innovation is a State of Mind’ by James O’Loghlin.

My takeaway so far is that innovators are not born a special DNA that makes them the avant-gard trendsetter we all look up to; they aren’t untouchables or a special breed. You don’t even to have to attend liberty arts college to be one.  Although most of us do innovate in some form or other at work, the difference with innovators is that they have a particular purpose in mind that feeds the wider customers’ needs.

We see the word ‘innovation’ used a lot in business culture and understand the role plays for businesses to hold its unique value in the market.  We also know that skill, knowledge and abilities of employees in a company, among other factors like culture, facilitate innovation.  Moreover, HR is responsible for creating the cultural environment where teams create and transform ideas and put them into practise.

Let the circle of innovation begin, you say … but how?  How do organisations train people to think like innovators?

As organisations increasingly focus on building innovation – we need to start with innovation capability –  coaching their staff to think like innovators. The methodologies vary for each organisation e.g. design thinking, Lean, business model canvas, Agile etc; there is no one prescribed pathway towards creating an innovative culture.

Design thinking is one methodology we apply at CGL to find the best-fit solution for all our services.

‘Design thinking’, is a user-centric, solution-focussed-thinking that starts with a goal of a better future rather than solving a specific problem.

Three things we love about design thinking is that

– It starts with a deep understanding of the customer therefore allowing us to build a valuable experience based on the customers’ need.

– It allows us to build innovation as part of our everyday work life

– It’s quick and repetitive process means we spend less time planning and more time doing.

– It allows us to see the world through our customers’ eyes, every day.

For more info, see Fast Company’s simple description of the four key elements of design thinking:

Also, check out this case study of how a kiwi manufacturing company used HR and learning practices to drive innovation.

Wellington City Council

Wellington City Council:
Design Thinking

Capability Group conducted a design thinking process involving approximately 300 people leaders from across Wellington City Council in the design and development of a bespoke Leadership Capability Framework, as well as five longitudinal leadership programmes – including “Leading Teams” and “Emerging Leaders”. These programmes will be delivered to some 1,100 people over the next two to three years. Capability Group incorporated key elements of the Life Styles Inventory (LSI) tool and participants action plans into workshops and the “apply” phase programme.

Design thinking meets Lean Start Up

Design thinking meets Lean Start Up

The most common refrain we hear from our clients is “we need our managers and leaders to take more risks and be more agile.”

When we dig deeper the behaviours organisations now see as being necessary to be responsive and adaptable to a rapidly changing marketplace include being mentally agile, psychologically flexible, with a learning oriented mindset, able to light multiple fires to see what lands, etc, etc. The three theorists / practitioners that I have followed most closely on these matters in recent years have been John Kotter (Accelerating Change), Tim Brown (Design Thinking) and Eric Ries (Lean Start Up). Separately, the work of these guys has provided much insight and value to the work we now do with our clients. But when you bring the key principles from each of these practitioners together… that’s when things start to get really interesting. You start to get what I believe will be a lasting and coherent framework or set of principles that should underpin all Organisation Development work and change programmes in our organisations.  I was really excited the other day when I came across this link which shows a couple of these theorists in conversation.