What does it mean to be human at work? It is a strange question, what else could you be?However, there are things that set humans apart from both machines (AI and robots) and other mammals. As the 4th industrial revolution disrupts even more jobs, and more of our thinking can be done by AI and our physical work by robots, what is left for us? Three things stand out: creating, caring, and collaborating.
As the world struggles to recover from the most debilitating crisis in a century, there are tales of inspiring innovation, change, and compassion.In this interactive session, Paul will host a discussion of those themes and how they relate to organizational change.
Meet Paul Gibbons
Paul Gibbons devotes himself to writing, coaching, and speaking to businesses about change, talent, ethics, future of work, cognitive science, and culture change. Paul has authored five books, most prominently The Science of Successful Organizational Change and Impact and he runs the popular philosophy podcast, Think Bigger Think Better. Those books are category best-sellers on Amazon in organizational change, decision-making, and leadership. After eight years as a consultant at PwC, Gibbons founded Future Considerations, a consulting firm that advises major corporations, including Shell, BP, Barclays and HSBC, on leadership, strategy, and culture change. From 2015-2018, he was an adjunct professor of business ethics at the University of Denver. Paul is also a Fellow of the Royal Society of Arts, has been named a “top-20 global culture guru,” and a CEO “super coach” by CEO magazine. He lives in the Denver area with his two sons and enjoys playing poker, bridge, MOBA, chess and other mind sports.
Emotionally Intelligent Communication and Observation Skills Affecting Change
Arguably, adaptation and the progressive management of change is crucial to any scholar and community desiring to survive, thrive and succeed in the present highly competitive and continuously evolving information age we study, work and live in. The purpose of this presentation is to provide a critical review of some of the main theories and approaches to planning, strategizing, and managing change using approaches that are asset based.
The presentation is interactive, defining Emotional Intelligence (EI) and Communication Intelligence (CI) as part of the asset- based Community Capital Framework (CCF) and The Multiple Intelligence Theory of Dr. Howard Gardner. EI and CI are the “other kind of smart” made up of four core skills that pair up under two primary competencies: personal competence and social competence. These two primary competencies require high levels of self-management, self-awareness, social awareness and relationship management. This interactive presentation concludes with recommendations for attendees to implement these assumed to be in place skill sets.
In order to maximize technology, organizations must establish and embrace change as a capability. This relies on factors of speed and trust, the recipe for organizational agility. Take a journey with me to understand an approach to holistically assess and manage your digital transformation projects to account for organizational processes and capabilities, in addition to the tech impact. We will discuss how-to establish change as a capability and what is needed for lasting project success. This holistic approach can provide your organization the ability to flexibly meet ever-changing customers and move seamlessly into a digital-enabled future.
Virtual Happy Hour
Friday, September 18
Coffee and Networking
Overcoming Language Bias for Successful International Change
With more and more of us working across the globe, we are faced with false assumptions - including “English as the official business language”. Through a blend of travel stories, project summaries and video – explore how project team’s approach to language challenged thinking and corporate norms. Session will include international project highlights from China, Korea and Latin America English second language (ESL) video interview segments and Q&A.
Implementing a Change Champions Community of Practice on a Corporate Restructuring Initiative: A Case Study
The client was a global oilfield services company with operations throughout the Americas, Europe, and Middle East to transform the business and provide a roadmap to success. At the time, the company had been taken into private ownership and was struggling through the most recent industry downturn but needed to refocus on core activities. The executive team and Board agreed to restructure the business from four global operating units into two separate companies under one parent operating 11 facilities in 5 countries. The total engagement was 8 months from start to finish.
This project was intended to finally streamline the organization and operating model, setting it up to execute against its new go-forward strategy. We will discuss the project at a high level and will detail the change champions approach that was developed and executed. This approach included identifying, training, and coaching 25 change champions globally and establishing a Change Champions Community of Practice that would sustain the change management concepts after the new corporate structure was in place. As of this presentation, that Community of Practice is still in place and going strong one year after it was chartered. You will learn about sustainability of the program by the business and what worked well with this change management intervention as well as what we could have done differently.
Assessing your Organizational Culture for a Production of Change
You can increase the success of a change initiative if you understand the organizational culture. This session will cover what approach you could take in determining if the organization is ready for a change and what themes or success factors promote or inhibit change.
We will show you how to:
Recognize types of cultures that lead to failure in change initiative and their causes
Determine the appropriate assessment method for each engagement
Use assessment finding to plan/create a roadmap to success
Change Agility: An Agile Approach to Change Management
Traditional Change Management frameworks were built around Waterfall project implementations, where change deliverables relied on long lead times, detailed project plans, and a clearly defined scope. While many institutions simply recommend using a “mini” version of the same traditional change management framework to address rapid release implementations, that approach assumes there are still traditional project management roles, responsibilities, and deliverables.
An approach that is more flexible and resilient to ambiguity is needed. To properly support Agile implementations, there are three different change perspectives organizations need to consider:
(1) Overall Maturity for Rapid-Releases: A company that hasn’t educated its people about rapid-releases tend to have misaligned expectations. For example, end users who are used to receiving a fully developed product may have a difficult time adopting a “Minimally Viable Product.”
(2) Program-Level Change Support: Ongoing alignment can be difficult, especially for an initiative spanning over a year. Continuing to remind the organization that each implementation is taking you one small step closer to your goal is critical to keeping people motivated and supportive.
(3) Release-Level Change Support: Each release’s change impact can vary dramatically. It is critical to have a framework that allows for the right level of practical support and communication so as not to overwhelm the organization.
12:15 - 1:00 p.m.
Lunch and Networking
New Human Capital Reporting Standards Will Change the Profession Forever
Dave Vance, Executive Director, Center for Talent Reporting
Founding and Former President, Caterpillar University
The US Securities and Exchange Commission (SEC) is proposing a new rule which will compel all publicly traded companies to disclose and discuss numerous human capital metrics like turnover and workforce cost. Today companies are only required to disclose the number of employees. This rule follows the first-ever standard on human capital reporting issued by the International Organization for Standardization (ISO). These two efforts combined will radically transform the field of HR and usher in an unprecedented age of transparency in human capital.
Dave will explore the reasons behind these two initiatives and the key components of each. He will also focus on the amount of change required, the likely resistance, and the ultimate benefit of this move to greater transparency. Last, Dave will share why these changes will impact all organizations, not just publicly traded US companies. Suffice it to say that resistance will be significant but so will the payoff for successful implementation so organizations will more than ever need help from change management experts, especially over the next five years.
A Conversation with Dave Vance
Join Dave as he answers questions from our ACMP Virtual Conference attendees. You will be able to submit your questions and hear Dave’s thoughts during the session.
Meet Dave Vance
David Vance is the Executive Director of the Center for Talent Reporting which is a nonprofit organization dedicated to the creation and implementation of best practices and standards for human capital measurement, reporting, and management. He is the former President of Caterpillar University, which he founded in 2001. Until his retirement in January 2007, he was responsible for ensuring that the right education, training and leadership were provided to achieve corporate goals and efficiently meet the learning needs of Caterpillar and dealer employees. Prior to this position, Dave was Chief Economist and Head of the Business Intelligence Group at Caterpillar Inc. with responsibility for economic outlooks, sales forecasts, market research, competitive analysis and business information systems.
Dave received his Bachelor of Science Degree in political science from M.I.T. in 1974, a Master of Science Degree in business administration from Indiana University (South Bend) in 1983, and a Ph.D. in economics from the University of Notre Dame in 1988.
He was named 2006 Chief Learning Officer (CLO) of the Year by Chief Learning Officer magazine. He also was named 2004 Corporate University Leader of the Year by the International Quality and Productivity Center in their annual CUBIC (Corporate University Best in Class) Awards. Caterpillar was ranked number one in the 2005 ASTD Best Awards and was named Best Overall Corporate University in 2004 by both Corporate University Xchange and the International Quality and Productivity Center. During his tenure Cat U was also honored with numerous other awards including many in the measurement and alignment arenas.
Almost every project in business today introduces
change. Change is often disruptive to productivity and efficiency, especially
if the team resists change or is dispersed without much face-to-face
Approaching innovative change with open communication
can lead a team to better and faster results. Yet, team members must go through
stages of development and phases of work to accomplish the end result. Team
leaders need tools to select team members, advance the project work, and
maintain energy for the project goal, especially for virtual teams. In this
presentation, you will learn how the Tuckman team development model overlaps
with the Team Dimensions model for creative project efforts that are naturally
embedded with significant change. An example of a new product development team
is given to illustrate communication challenges for globally dispersed team
members and how the Team Dimensions framework helped streamline their
You will learn what didn’t work on the team
before applying these tools, and you’ll learn how to manage a team for improved
communication with these models. As an added bonus, attendees will receive a
copy of the Virtual Team Model framework as a checklist for continuous
improvement in existing teams.
Lessons from Leaders: A Panel Discussion looking forward after COVID-19
This panel discussion brings together change
leaders from industry and consulting to provide lessons learned from the pandemic
response. Rather than looking back and talking about how we wish we were more
prepared we will focus on how industry teams adjusted to meet the demands of
the new way of work while supporting cultural and people-first initiatives. And
the consulting partners on the panel will describe the juxtaposition of needing
to ensure their people were healthy and able to cope with remote work while
maintaining high delivery quality for current projects and helping clients
manage through one of the large environmental changes in recent history.
(c) Association of Change Management Professionals - Texas Chapter