Process consulting ...
Q1 What did you observe happening in your group?
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Rich picture – less obvious than I thought.
To make the right questions.
Process consulting: listen and don‟t offer advice.
Process consulting ...
Q2 What did you observe yourself doing or not doing?
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Transition Curve!! The “HR” Power and Kind of reaction in front of change.
Open minded to face the change, information has to be repeated many
times to reach the objectives. Communication has to be in phases with
people‟s needs at every step of the project.
Need to take time and not to go too fast to reach the solution.
How to integrate the communication tool into the Cassandra. I‟m
fortunate to understand all the concepts and terminology eg. R.A.C.I.
beneficiaries missing.
Capturing people‟s words.
Be empathetic to clients‟ issues and be selfless. To be in the other
persons shoes.
Change management...
Q3 What was your reaction?
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Doubt on my ability to adopt the concept on the day to day.
7‟s
7‟s
L‟Oréal RACI tool but confusing, Accountable, Responsible?
Focus on vision/mission.
How can we escape from the ZOUD (how many times is it necessary to
enter and exit from the ZOUD?
We are in the ZOUD.
Change management...
Q4 How did that affect the situation?
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Take the time to DIVERGE with rich picture.
We all impact to the balance sheet.
Concept of Rich Picture.
Simple tools, structure, Rich Picture.
Communication plan to take off on board.
Cassandra, interactive vision.
Identify coalition (Enablers / Disablers).
Stakeholders, how to “choose” the right? In L‟Oréal “all are or should be
involved”
The stakeholder analysis mapping.
Better idea of who does what. Better vision about the action plan to
implement.
Process consulting...
Q5a How could you have better managed your
intervention?
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Analyse without advising; keep distance.
Necessity to anticipate a huge focussed communication plan towards
each stakeholder.
Value of process consulting. Turning blocker into enabler.
The relevance to working hard before! How to prepare, i.e.
Communication plan.
Cora Lynn‟s shoes. Positioning tool. Rich picture. Change management.
Detailed communication plan by enabling blockers.
Transition curve a very useful type of change.
Rich Picture - have a map of all the realities.
Process consulting…Change management
Q5b What could you have done, not done or done
differently?
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Communication, initiatives „persevere‟, develop the “repertoire” of change activities.
We have to understand the personality and the style of management and understand the
culture before we try to effect change.
Have the courage to deal with “apathetics” soon to prevent them moving to resistant's .
Time for reflection.
Cultural aspect (EIS Simulation).
Stakeholders move on the transition curve. Enables – Blockers
Take time to define the vision and it is easier to make Cassandra.
With Cassandra I discovered too much fire fighting, setting clear mission, build team process to
get rid of operation task.
Communication strategy = The message came from the right people at the right time.
Take time to study culture of the organisation. Do not make assumptions and take a situation
for granted.
Risk analysis. Interactive process between analysis and action.
Allow in-depth detail of each activity and to know who are the shakeholders. After 3 days,
clearer vision of what the project is and how to put it in place.
We need to communicate during the change process. This curve means that a rigid strategy
doesn't work.
Strategic translation...
Q6 What options did that open or close?
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Give others the feeling they have created the outcome
Work Breakdown Structure = Simplification of the number of project.
Helps to dip into each project,
How can we build that project? Alone? Group project?
How to use Cassandra with my GM?
With Cassandra, Stakeholders: actors/owners – Power and Interest are to
be defined.
Cassandra Tool. Framework how to implement it with project
management.
Stakeholder mapping. „Very visual‟. Change „moves‟ people.
Clarify the vision make sure you reach the right goal
First of action. Why? What? How?
Key Learning‟s from EIS simulation
Network / Lobby / Knowledge / Profit
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Collecting information on networks /ambassador.
Understand networks, key actors – use them.
Networks can be more influential than hierarchy.
Understanding individual profiles.
Focus on:
 Understanding clearly the brief.
 Not forgetting possibilities.
 Being aware of convictions / assumptions.
 Not assuming people know your mission.
 Taking time to think.
 Mission to optimise time.
Strategy:
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Think first = what, why, how.
Strategy should follow the culture.
Don‟t detailed strategy too much.
Don‟t assume L‟Oréal strategy works.
Follow L‟Oréal way?
Actions:
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Do an “as is”. Take more time.
Don‟t take enough time to understand impact of actions.
Be more practical.
Implementation – “L‟Oréal way”.