Excitant > Talks, Seminars and videos > ACCA: Transformation, costs reduction and change
Transformation, cost reduction and change (in the public sector):
Getting the message across
ACCA Bradford, 13th October 2010
Getting the message of transformational change across. In the public sector and commercial organisations
These videos are from a talk given to finance professional in the public sector, at an ACCA conference on Transformational Change, in Oct 2010. The topic of the talk: "Getting across the message of change ".
In these short extracts, Phil Jones from Excitant talks about the underlying drivers of change, how we can recognise well-intentioned irrational activity and what we can do to change deeply embedded behaviours, ehen managing change.
With so many costs being cut in the public sector it can be hard to avoid the message simply being : “Cut costs” which gets interpreted as “Cut jobs” and “cut services”. We know this is not true and the whole message, but how do we get that richer message across? Find out in these videos.
1) The Three Imperatives for successful Transformational Change (in the Public Sector)
When Executives and managers plan transformational change they are looking for three things: Find out what these are
2) The Myth that cutting costs always means cutting services
There is a believe that cutting costs in the Public Sector means cutting services, but it is not always true. In this segment Phil provides a powerful example of where services increased and costs were cut, and explains how that was done.
3) Training people to behave irrationally"
When we see irrational behaviour it is often due to the context we have created. In fact people get trained by organisations to behave irrationally. Find out how
4) Gorillas and Hose pipes: How we embed irrational behaviour in an organisation and make sure it sticks.
When we see irrational behaviour it can be hard to work out why it exists. Sometimes its origins are lost even to to those are behaving irrationally. In Gorillas and hose pipes, you can find out how this happens
5) Well intentioned silo thinking
We want to avoid silo thinking and working, but sometimes this is merely well intentioned. To understand how this occurs what this video
6) Recognising a deeply embedded culture
When a culture is deeply embedded people will revert to it under pressure. This provides and example and explains how one Managing Director got over such a problem
7) The lie that "People don't like change"
There is a belief out there that "People don't like change". This is rubbish: people do like change. People do like improvement. Why does this myth persist? Find out why poor change managers persist in this idea.
8) Your language influences behaviour
If you are not careful your language, designed to promote change, can make it worse. An example of where it was going wrong and how we fixed it.
Summary notes
This download summarises the main points of the talk on three pages. Getting the Message across. You can see the slides here.
To have phil talk to your team, clients or audience, simply contact Phil
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