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Leading Organizational Change

Leading Organizational Change. John Begg, CEO. Top Indicative Strategies from LASA Victoria Board Day 1. Broadening of our Vision (services to ageing population) Develop service and product mix Engage and grow membership (stakeholders/segment members) Develop and implement rural strategy

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Leading Organizational Change

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  1. Leading Organizational Change John Begg, CEO

  2. Top Indicative Strategies from LASA Victoria Board Day 1 • Broadening of our Vision (services to ageing population) • Develop service and product mix • Engage and grow membership (stakeholders/segment members) • Develop and implement rural strategy • National Campaign • Election • 2-3 years • Establish national training • Strengthen government/DoHA relationships • Grow and strengthen sponsors/corporate association • Stakeholder/communication management • Establish and operate “centres of excellence” • Establish and operate partnerships and mergers

  3. What Services/Products do our Primary Stakeholders Need? • Common base line needs: • Advocacy • Policy Formation • Industry Information • Targeted needs: • Segmentation of stakeholder • Profile their needs

  4. Stakeholder Targeted Needs Strategic: The big picture/incubator/future planners Operational: Business/Enterprise Technical: IR, Clinical, Financial, Regulatory, Training etc

  5. Next Phase • Segmentation of Primary Stakeholders • Analysis of each value to LASA (size, strategic fit, future, $revenue/cost) • Product/Service Mix • For each segment • Analysis of each • Applying the “Business Integrity Model” • Developing Organisational Competencies and Culture • Building an IT platform to deliver

  6. The Integrity Model Appropriateness Feasibility Sustainability Comprehensibility Accountability

  7. LASA 2013 - 2016 An Evolving Organisation Adaptable and flexible to an ever changing environment • Start of the future • Investment in business • Investment in YOU

  8. Expectation on Leaders • Organisation interest Vs self interest • Collaborative Vs Silo (protecting your patch) • Service culture within a commercial framework • Greater External focus (multiple customers) • Practical application of knowledge • Responsibility and Accountability • Measurable output • Development of, and support to, all staff • Encourage an innovative and fresh culture willing to challenge • Trust and respect of all members of the team

  9. PREPARING THE SHIP REALIGN OUR INTERNAL • STRUCTURE, • COMPENTENCIES • CULTURE TO HAVE AN EXTERNAL FOCUS with VALUE ADD to MEMBERS

  10. Staff Expect • Security of employment • Understanding of direction and future • Clarity of roles, reporting lines and responsibility • Fairness and equity • Opportunity to contribute and to personally grow • Sense of worth (they are valued and appreciated) • Strong united leadership • Enjoyment and fulfilment balanced with financial reward

  11. Where are we at? • Gaining clarity of direction • Structure nearly there • A mix of uncertainty and excitement • Patience is been tested • Workloads are high • Leadership is still being sorted • Balancing External and Internal demands

  12. What Next? • Undertake an Organisational Climate Review • Share the outcomes and recommendations • Define, Articulate and Hold strong on the Vision for LASA and the opportunities for staff • Engage and invest in current staff willing to go forward • Add to and build on a GREAT workforce • Lead by example and show great resolve in adversity • Expect strong and united leadership ENJOY SUCCESS

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