Self-management, wholeness and evolutionary purpose: What could this mean in a bigger organization? Teal in Corporation workshop was organized by Teal Finland community and sponsored by Fortum. Find out more at http://tealsuomi.fi
RCL Foods Transforms Culture through Lumina Learning by Nicole SorrellLumina Learning
26 slides•183 views
Does curiosity enhance opportunities for partnership? Nicole Sorrell examines this idea while exploring RCL Foods' Lumina Learning story.
Watch a video of Nicole giving this presentation: https://youtu.be/LKOXkM5PwuY
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This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points:
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- Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce.
- The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.
Service design: why haven't we changed the world yet?ThePublicOffice
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This document discusses challenges in making lasting transformational change through service design projects in public services. It describes work done by ThePublicOffice with Essex County Council to rethink early years services as a case study. Three key challenges are identified: 1) Energy and ideas from projects often dissipate when projects end before changes are embedded in the system and culture. 2) Projects can be isolated, short-term, or at the edge of mainstream systems. 3) New approaches fail to take root against prevailing systems and cultures that squash new ideas. The document calls for addressing underlying system conditions to enable service design to drive sustained change through skills, methods, and supporting transformation of the wider system and culture.
Millennial Board is a global community of insightful young professionals. We help executives to challenge the unchallengeable to find pathways for new growth.
This document discusses the importance of organizational culture and change management. It describes Kotter's eight steps for successful change, including increasing urgency, building a guiding team, communicating vision, empowering employees and creating short-term wins. It then provides examples of how a company called REC Wafer Herøya implemented cultural change through Kotter's framework, such as understanding the business case and culture, empowering cross-functional teams, and establishing weekly goals and communications. The key takeaway is that cultural change must start with leadership and a systematic approach is needed to change elements of an organization's culture.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
The Public Sector Director and Executive Level Leadership ForumShari Borodkin
7 slides•189 views
This document provides information about a leadership forum event, including:
- Dates for a pre-summit workshop on September 12th, the two-day summit on September 13th and 14th, and a post-summit workshop on September 15th.
- Location is the National Convention Centre in Canberra.
- Overview of sessions at the pre-summit workshop on transformational leadership, strategic reform, and leadership effectiveness.
- List of featured speakers at the summit who will provide advice on senior leadership, strategic decision making, stakeholder engagement and more.
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2. AGENDA
9.00 - 9.30 Breakfast
9.30 - 9.40 Welcome! (Ville Lestinen, Ann Boije af Gennäs)
9.40 - 10.00 What is Teal? (Topi Jokinen)
10.00 - 10.20 Fortum MWB: Establish a Culture of Speed
and Agility - Why? (Ann Boije af Gennäs)
10.20 - 12.20 Group work (Samuli Savo & All)
10.20 - 10.30 Instructions
10.30 - 11.30 Group discussion
11.30 - 12.20 Findings
12.20 - 12.30 Closing words (Ville Lestinen)
3. From Control to
Self-management,
from Orange to Teal
Information
Discussion
Summary
Self-
management
in corporate,
reasonable
or not?
MWB Establish a
Culture of Speed
and Agility
Teal Suomi
TEAL IN CORPORATE WORKSHOP –
What is this?
4. 4
Fortum in brief
For a cleaner world
64% of power generation
CO2-free
- in EU 97%
Some 8,000 energy
professionals
Nordic and Baltic
countries, Russia,
Poland
Core competences in
hydro and nuclear
power, combined heat
and power production
and in operating on
energy markets, circular
economy
Energy-related products
and expert services
1.3 million electricity
sales customers
Figures: 2015
9. > 2 BILLION €Cost savings for Netherlands since it’s founding in 2006
80 %Marketshare of home care in Netherlands
10 000 employeesWho work with no bosses
12. Fortum’s Must-Win- Battle
Establish a culture of Speed and
Agility
Espoo August 17, 2017
Ann Boije af Gennäs, Corporate Strategy
‘Teal in Corporate’ workshop
13. “The world is changing, energy
is changing. Our role is to make the
energy transformation sustainable,
with solutions optimal for different
markets and regions. This will help
us to stay competitive.”
CEO Pekka Lundmark
15. Our Change Journey started over a year ago…
• Spring 2016: New CEO, new corporate strategy and new organizational structure
• Spring 2016: Introduced our Change Management programmes (Customer, Speed and Agility,
Digitalisation, Volatility, Regulation).
• Each program has a programme Lead and an executive sponsor
§ Virtual teams were formed dependent
on who got engaged and who had the change ideas
§ Any person could get engaged quickly and come up with ideas
§ The MWBs act as catalysts around the organization and a framework for creating change
§ Act as role-models for working in a new more agile way
§ KPIs have been created for each MWB
5
16. Finding Speed and Agility in the organization…
We are driving a corporate cultural change!
6
Situation awareness leading to
timely high-quality decisions
Way of working – lean operating
model leading to fast and agile
implementation
Culture leading to highly engaged,
empowered and motivated people
Focus areas for establishing a culture of speed and agility
Clear link between agility and corporate performance!
17. Some Challenges when working with MWBs and Change…
How to get mid-management and Team-leaders to join the change
and to be role-models of change actions
Empowerment…
How to communicate the Change and get maximum impact
Cultural change takes time…
7
How can Fortum
leverage on self-
managed teams?
Certain key areas?
Would it in turn be
easier to create
change?
20. 7 groups (max 10 person each),
each has a facilitator from Team Suomi -community
Flow:
10 mins instructions + moving into groups
60 mins group discussion about Teal
50 mins common session to collect findings
Location: 3 groups will stay in the auditorium
and 4 will work just outside the auditorium
INSTRUCTIONS: FLOW
21. INSTRUCTIONS: DISCUSSION THEME
Discussion focused on 3 key principles of Teal
1. Purpose
2. Wholeness
3. Self-Organization
Three questions:
A) What challenges an established corporate has in
bringing Teal principles into action?
B) What methods could make it easier? Any good
methods you have experienced personally?
C) How Fortum could progress their MWB further
leveraging Teal principles?
22. Teal Principles Challenges in corporate? What methods could help? Ideas to Fortum MWB?
1. Purpose
2. Wholeness
3. Self-Organization
24. We are a self-organising community whose
purpose is to promote Teal principles in Finland
WWW: tealsuomi.fi
Facebook: www.facebook.com/groups/tealsuomi/
And soon also launching a Co-Operative to
provide legal body and platform for the activity
WHAT IS TEAL SUOMI AND HOW TO JOIN?
#7: I am really grateful that Fortum was the first corporation to organize an event where we can talk about a more fulfilling way to run our organizations.
I think this fact tells a lot about Fortum as a corporation. For example the effectivity of power plants are measured by the ratio called availability factor. The better the availability factor, the less time the power plant is out of the game, so they can produce more electricity.
Fortum’s Power Plants availability factors are amongst the best of the world.
So clearly the people at Fortum are doing some things really right! And I would claim that this would not be possible without open mindedness of the people at Fortum to look at also maybe some unconventional ways to make things better.
And I am so excited that the people at Fortum are also interested in new ways of running an organization.
Some 2300 years ago, Greek philosopher and scientist Aristotle proclaimed that women have fewer teeth than men. And this idea was accepted in the western world for almost 2000 years – until someone had the most revolutionary idea: Let’s count!
The scientific thinking of formulating and testing a hypothesis is so ingrained into our thinking today, that we find it hard to understand why smart people would just trust authority and not put these assumptions to the test – and just count the teeth.
But scientific thinking just wasn’t around until somewhere in the times of industrial revolution – from where our present thoughts of running organizations and management are inherited.
But what if our thinking too, is simplistic? What if future generations look at our way of operating as childish?
Buurtzorg story
Since 19th century, every neighborhood in the Netherlands had a neighbourhood nurse who would make home visits to care for the sick and the elderly.
In 1990s the health insurance system came up with a logical idea: why not group the nurses into larger organizations? -> Economies of scale
merging of organizations to get even better economies of scale
Tasks were specialized
Planners were hired to make the daily schedules and optimize routes for the nurses
call centers
regional managers and directors were hired
time norms were established: injections 10 minutes, bathing 15 minutes, changing of compression stocking 2,5 minutes
Basically everything makes sense, right? But what about the results?
Patients have lost the personal relationships with nurses: new nurse might come every day
hurried nurses often don’t have time to check the medical histories or listen to the patients needs
Nurse gives bandage, gives the shot and then is out the door
nurses found their job dissatisfying
patients were not happy at all
managers were also dissatisfied - supervising their direct reports, paying close attention to budget variances, double checking each request for resources
Buurtzorg
Founded 2006 by Jos de Blok, who had been a nurse for 10 years
Over 10 000 employees since
Home visits 35 % cheaper
2 billion euros cost savings for Netherlands
Over 70 % market share in Holland and growing
30 % less hospital visits
40 % less use of doctors time
Employees and customers love Buurtzorg (9,1 vs 7,3)
Before
After
Every evening, each nurse now receives a sheet of paper with a detailed plan for the next day, prepared by someone in the planning department she most likely will never meet.
Time norms:
2,5 mins to change compression stocking
10 minutes for a shot
Nurses make their own schedules
Nurses start with having a coffee with the patient and listen to their needs
Many management layers
Hundreds of people working in headquarters
Managers make decisions and handle con
Self-managed teams of 10-12 nurses who make their own decisions regarding their work.
No bosses, nurses lead themselves
Only 30 people work in the headquarters!
Decision making and conflict handling processes
Purpose to be effective and to save tax payers money
Purpose to help people to be as autonomous as possible
Patiens are seen as symptoms to be released
Patients are seen and treated as a whole human beings
Root problems often not medical ones -> for example relationships with children