d3.7.13-ihmem spring workshop1 ihm workshop 18 th may 2011, 4 – 6 pm transforming organisations:...

d3.7.13-ihmem spring workshop 1©accomplice

IHM Workshop18th May 2011, 4 – 6 pm

Transforming Organisations:Transforming You

[email protected]


AimFacilitated ‘protected time’ for reflection

Objectives– Assess your personal situation– Know the opportunities ahead (and the shape of

organisations to come)– Shape yourself to succeed (and identify your transferable

skills)


Outline Programme

• Personal Reflection & Assessment Tool• Peep at the shape of organisations

– Private Sector– Public and Third Sector– NHS (close up)

• ‘Know how’ for your career – Suggest a strategy for success– Identify your transferable skills– Express your transferable skills

• Personal Transformation Plan


Personal Reflection 1

& a (re-usable)

Assessment Tool


Current Contribution Skills Knowledge

Experience Other

Personal Map

Name:

Career Goal:

Requirement:

.

Requirement:

.

Requirement:

.

Requirement:

.


Assess Your Situation 1

Reflecting on your past and career to date, what are the primary

competencies you bring to the workplace?


A peep at the Private Sector

Past, present and to come?


Private Sector Shapes 1/2

Features:

Sole Trader Partnership Private Company

Public Company

Franchisee

Ownership 1 owner 2+ partners shareholders shareholders Franchisee

Size Small Fairly small Fairly small to Large

Large Small / part of large

Liability Unlimited

(owner)

Most are unlimited

Limited Limited Franchisor-franchisee

Profits to ... Owner Partners shareholders shareholders Franchisor-franchisee

Access to Capital

Limited Fairly limited Less than PLC

Extensive Limited by owners’ [ability to raise] capital


Private Sector Shapes 2/3Sole Trader Partnership Private

CompanyPublic Company

Franchisee

Structure Spider Double headed spider +

Pyramid/

Hierarchical

(matrix)

Pyramid /

Hierarchical

(matrix)

Various

Cultural Typology

Power Power Bureaucratic- Role

(task)

Bureaucratic

- Role

(task)

Various

Values Varies Varies Varies Varies Varies

Other benefits and risks

Hard work?

Flexible

Autonomy

Responsive

Conflict Takeovers Sharing profit

References: The Times 100 ‘Types of Businesses’, Charles Handy, 1985


Mapping the Organisations

• For each organisational ‘cards’ you have been dealt, – blue tack it next to nearest equivalent within

the ‘private sector’

• Add any further organisations that we may have missed on the blank ‘cards’ – Write onto ‘postits’ and – Map them similarly


Matchwork Feedback‘Nearest Match’:

Sole Trader Partnership Private Company

Public Company

Franchisee

LC with Private/NHS/ 3rd sector

Local Authority

Police etc

n/a? LA/Other Railways

[business creation]

Small III sector

Public

Private?

National III Sector. Housing Associations Social Enterprise,

n/a? LA/3rd: Coop’s

[Evolution & Future]

NHS GP, PODs ‘PFI’

NHS-Vols?

Foundation Trust, Commissioners +

n/a? NHS-Private: Failing hospitals

GP, PODs

Single handed practices

Pharma’s Multi-handed practices

n/a? Failing practices?


NHS – Close Up

Reflections on shape of things

past present and to come?


2005 Drivers towards an ‘NHS Market’?

PBR ‘Tariff’Finance follows Choice

Better Care and Patient Experience

System ManagementInspection & Regulation

Choice

Plurality of

Providers

turbulence

More riskyturbulence

More risky


2005 Drivers for an ‘NHS’ Market?• Creating local purchasing power:

– Devolving resources to PCTs and on to GP practices– Less capacity at the centre and regionally– Payments by results– Patient choice

• Encouraging a mixed economy of ‘autonomous’ providers– NHS Foundation Trusts– Increased role of private sector (D.T.C.s, choice)– Competition within primary and community care … PCT

provider split?– Establishing independent regulation of providers

• Emphasis on commissioning


2010 Drivers on Shape

More riskyd3.7.13-ihmem spring workshop 15©accomplice

2005 Drivers towards an ‘NHS Market’?

PBR ‘Tariff’Finance follows Choice

Better Care and Patient Experience

System ManagementInspection & Regulation

Choice

Plurality of

Providers

turbulence

More riskyturbulence

More risky

Efficiency agendaNHS Commissioning Board

Healthwatch UK

More

turbulenceMore

uncertainty

Extended to community

&> F.T.’s

> Franchises(mergers

Acquisitions)S.E.’s

Beyond hospital to Consultant

& General Practice

Personal Budgets Commissioning Consortia (GP ... 3rd & private sector?)

Management /

Clinical posts

LA Cuts


What can we be sure of?What can we do to be successful

Shape of [NHS+] organisations

will not be clear for a while and ... they will keep changing

Group reflections


About Future Organisations• Competition – a factor of life, exacerbated by limited resources

• Large vs leaner, easily adaptable, flatter (span of control/com’s) • Sole Traders: Fastest growing sector (lifestyle) • Technology-fired improvement• Customer-led development

MORE RECENTLY• Rapid change; continual dynamism

• Greater Variety of typologies– Franchises including public and III Sector (created and evolved)– Social Enterprises– Partnerships

• Drive for Home-Life Balance• Achieving more with less


Transforming You

Keeping up with the times


Establish a strategy for success• A new career mindset:

– Embrace dynamism – analysis and enquiry skills– Harness the opportunities – manage the risks– Consider yourself a business: ‘sole trader’ mentality

• A new career process: continual review and adjustment to remain up-to-date and valuable [competitive]– Scan, question, research (track and predict change)– Invest in networks (grow learning and opportunities)– Up date career direction (goal, benefits, values, actions)

• Have a contingency• Know and develop your value (USPs and competencies)• Be able to evidence and articulate your value


Know (and develop) Your Value- Transferable Skills (competencies) -

• Make your predictions about your working world – opportunities and risks

• Re-evaluate the pertinence of your existing competencies

• Adjust your career plan for development– Lose – Create– Sustain– Build

• Seek out learning and development opportunities – within and without your organisation


Current Contribution Skills Knowledge

Experience Other

Personal Map

Name:

Career Goal:

Requirement:

.

Requirement:

.

Requirement:

.

Requirement:

.


Evidence and Articulate your Skills

Get Ahead – Be prepared• The elevator ‘competency’ brief• Competency-based applications and CVs • The ‘competency’ interview• STAR PAR and RAP

– Result– Action– Problem

• Practice RAPing“.........................”


Summary of Event


Personal Transformation PlanAction Measure (Product) Delivery DatesWhat needs to be done How will you know it’s done Start Complete

Review of this plan to ensure it remains pertinent and is delivered

Up-to-date plan showing delivery (or remedial actions)

d3.7.13-ihmem spring workshop 25©accomplice© Accomplice, 2008 Title 25

more information fromwww.accomplice.uk.com

Downloads and references for this session

@www.accomplice.uk.com/client-zone/transforming-organisations-you

(case-sensitive password ihm5011)

[email protected] 0194 9831 909


Closing Remarks

d3.7.13-ihmem spring workshop1 ihm workshop 18 th may 2011, 4 – 6 pm transforming organisations:...

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