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The Undercover Change Agent model

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Luke Firth
Luke Firth

Short summary of the "Undercover Change Agent" conference speech. Please contact Luke@FirthImprovement.com if you want me to attend your event to talk about this or other topics

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The Undercover Change Agent: Improving an organisation from the bottom up PEX Week Nordics 2015 Thursday 19th March 2015 Luke Firth Managing Director, Firth Improvement
Reg. Commerce Luxembourg: B 18 68 29 TVA Registration No: LU 269 074 27 WWW @ 3 Rue Thomas Edison, Strassen, Luxembourg, L-1445 FirthImprovement.com +352 66172 7777 @FirthImprove Luke Firth, Firth Improvement Luke@FirthImprovement.com Business Improvement Consulting Improvement Skills Training Coaching Leaders Flexible Client-centric mindset Cross Industry Application Global Delivery Experience Tailored for you; from 6 or more employees to large corporates Results delivered in Financial Services, Software, Tourism and logistics Familiar with implementing Lean in European, Middle Eastern and North American cultures
Case Study problem statement Problems and Challenges Day 1- a new CEO was appointed with zero interest in an improvement agenda Within 3 months the entire executive team was replaced 1 of only two LSS BBs in the entire 8,000 person company Luxembourg not well connected within the corporate hierarchy Agile- A competing methodology No resources allocated to improvement- Including a travel ban Only 8 employees in Luxembourg, nearest office (of scale) a 6 hour drive away Recruited to launch an improvement initiative across the company, from Luxembourg
Source: Firth Improvement The Undercover Change Agent model Discovery Scan the environment Listen to your internal customers Pitch or probe Deliver to specification Search for scalability and repeatability in your projects Ask for forgiveness and not for permission Shout socially, but not politically Delivery Publicity
Source: Firth Improvement Learning from implementation Dont expose yourself to executives or leaders Connect across the grassroots of the organisation Be social Keep your service or offering vague Know when you cant help Drop the jargon Deliver value and youll get repeat business

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The Undercover Change Agent model

  • 1. The Undercover Change Agent: Improving an organisation from the bottom up PEX Week Nordics 2015 Thursday 19th March 2015 Luke Firth Managing Director, Firth Improvement
  • 2. Reg. Commerce Luxembourg: B 18 68 29 TVA Registration No: LU 269 074 27 WWW @ 3 Rue Thomas Edison, Strassen, Luxembourg, L-1445 FirthImprovement.com +352 66172 7777 @FirthImprove Luke Firth, Firth Improvement Luke@FirthImprovement.com Business Improvement Consulting Improvement Skills Training Coaching Leaders Flexible Client-centric mindset Cross Industry Application Global Delivery Experience Tailored for you; from 6 or more employees to large corporates Results delivered in Financial Services, Software, Tourism and logistics Familiar with implementing Lean in European, Middle Eastern and North American cultures
  • 3. Case Study problem statement Problems and Challenges Day 1- a new CEO was appointed with zero interest in an improvement agenda Within 3 months the entire executive team was replaced 1 of only two LSS BBs in the entire 8,000 person company Luxembourg not well connected within the corporate hierarchy Agile- A competing methodology No resources allocated to improvement- Including a travel ban Only 8 employees in Luxembourg, nearest office (of scale) a 6 hour drive away Recruited to launch an improvement initiative across the company, from Luxembourg
  • 4. Source: Firth Improvement The Undercover Change Agent model Discovery Scan the environment Listen to your internal customers Pitch or probe Deliver to specification Search for scalability and repeatability in your projects Ask for forgiveness and not for permission Shout socially, but not politically Delivery Publicity
  • 5. Source: Firth Improvement Learning from implementation Dont expose yourself to executives or leaders Connect across the grassroots of the organisation Be social Keep your service or offering vague Know when you cant help Drop the jargon Deliver value and youll get repeat business