Subscribe
BTOES Insights Official
By
February 29, 2020

BTOES - SPEAKER SPOTLIGHT : Leading a Re-imagined People-first Transformation

Courtesy of Cisco, Yosi Kossowsky a synopsis of his speaking session discussing on Blue Room Effect, Organizational change and Project manager role.

company-logo
piller-line

The Blue Room Effect: A Change Management Parable on the Role of Effective

Change Leaders

It’s a common story: Organizational change is challenging. Years of experience in leading change programs and working closely with senior leaders has taught me that solving for change can be quite complex, but I’ve also learned some straightforward techniques that can be quite impactful. A common theme that often contributes to the failure of change initiatives is leaders who don’t understand or own the role of change leader. An effective change leader considers and clearly transmits the key details of the change - why the change is happening, what is changing and by when the change is needed - to the people who will be implementing or impacted by the change. See if you can relate to the parable of the Blue Room Effect. A director walks into a meeting and instructs his team: “We need to paint the conference room blue.”

One of the team leaders says, “Okay, sure. We'll get that done for you.” Following the meeting, the team leader assigns a project manager to create a time- and cost-estimate plan for painting the conference room blue. The project manager takes a week to pull together a team to survey the room and scope the project. When they get to the room, someone in the team asks, “What exactly are we painting blue? The walls, the chairs, the table?” Another team member asks, “What shade of blue?”

The third team member wonders, “Why? Why are we painting the room blue?” The project manager responds with a curious look, “Hmm, I don't actually know, but I'll go find out.”

She then emails her team leader the list of questions. The leader reads the email and realizes that he doesn’t know the answers. Recognizing that it’s been a week since he first received the assignment, and feeling uncomfortable, he delays a day or so before emailing the director with these questions.

When the director, whose inbox is overflowing with emails, receives the message and sees that it’s longer than one line, he marks the message to be read later.

When he finally returns to the message, some days later, and reads the first line, which happens to be “What shade of blue?,” he is dumbfounded. He assumed the project had already been completed. As he continues to read, he starts to feel frustrated, saying to himself, “I asked them to do this weeks ago; why have they waited so long?”

He sends an irritated replay that any shade of blue is fine, and that this needed to be done yesterday.

The team leader doesn't know what to do with the reply, as two more important questions are still outstanding. At the next meeting with his director, after taking the heat for the incomplete project, he gets the needed details and forwards them on to the project manager, along with a directive to get it done ASAP.

The project manager, who has already picked up additional projects in the meantime, takes a few days to provide the time- and cost-estimates to her manager. Finally, three weeks and many wasted works hours later, the conference room is painted blue. I see some version of this taking place with disquieting regularity. When leaders neglect to explain the complete what along with the why and by when – and when they neglect to confirm understanding of their directives – it’s no surprise when mayhem ensues.

Ideally, when the director first assigned the task, they would have considered and clearly transmitted the key details of the change. Barring that, there was opportunity for the team leader to immediately ask for clarification. After interviewing many leaders, it seems the underlying factor at play is that their primary focus is on business outcomes to the exclusion of transmission of information needed by those who will be implementing, and affected by, the change.

With this in mind, let’s replay the Blue Room scenario with an effective change leadership focus: What if, upfront, the director had explained he wanted the conference room walls painted blue because IKEA was coming in for a big meeting on Tuesday. A room in their corporate color would indicate dedication and commitment to their agenda, thus improving the chances of the deal being signed.

In this improved scenario, the team would have immediately understood the purpose (the why), the time frame (the when), and some of the important details (the what) that would ensure the successful and timely completion of the project. Developing the habit of considering and communicating the key details of change is the first step in being an effective change leader.

I look forward to sharing with you a comprehensive picture of effective change leadership behaviors that have been proven to increase the successful implementation and adoption of change initiatives.

piller-line

About the Author

AB

Yosi Kossowsky,
Culture and Business Change Management Leader,
Cisco

piller-line

BTOES.com

The issues in this article are just one of topic areas that are going to be discussed at the Business Transformation & Operational Excellence World Summit & Industry

BTOES is the industry’s biggest and best, senior-level, cross-industry gathering of Business Transformation & Operational Excellence industry leaders and senior executives.

It also hosts the Business Transformation & Operational Excellence Awardswhich showcase globally the most outstanding organizational achievements through the application of Operational Excellence programs.

The summits hosts a number of private forums for C-Level & Global corporate-level leaders as well as business unit heads.

With over 150 speakers, over 100 sessions, 12 Keynotes, 9 Track Themes, 5 parallel tracks, 60+ track sessions, 50 roundtable discussions, 20 Interactive Workshops, 6 Thought Leader Panels, 5 Leaders Boardrooms, 5 co-located events, the Industry Awards Program, Site Visits, 20+ hours of social networking including 2 gala cocktail parties, dinners, numerous group activities, this is the ultimate event to benchmark, network and drive Operational Excellence to the next level.

 

Quick Links

Speakers

Agenda

BTOES Awards

 

There is a strong focus on Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding. We dedicated two tracks to advanced technologies, such as AI, Machine Learning, RPA, Predictive Analytics, Blockchain, Cloud infrastructure etc.

The agenda is designed to encourage active meaningful conversations though all day enhanced networking and interaction opportunities, including

  • All-day Refreshment & Themed Breaks

  • 1¼ Hour Hot Breakfast Networking Sessions

  • 1½ Hour Hot Plated Networking Lunches with Topic & Industry Sector focussed tables

  • 1½ Hour Roundtable Sessions by Topic & Industry Sector.

  • Keynote & Themes Panel Sessions

  • Hosted Welcome Receptions from 5.30pm

  • Expanded more lavish Awards Program

  • Newly launched Night Summit for attendees to meet after dinner

For more information or to discuss the summit in more detail please schedule a call below,

Click here to schedule a call. 


Download the most comprehensive OpEx Resport in the Industry

The Largest Leadership-Level Business Transformation & Operational Excellence Event

The Business Transformation & Operational Excellence Industry Awards Video Presentation

Proqis Events Schedule

Proqis Digital

The Business Transformation & Operational Excellence Industry Awards

Welcome to BTOES Insights, the content portal for Business Transformation & Operational Excellence opinions, reports & news.

------------------------------ 

Submit an Article

Become a Regular Contributor

24097-Proqis-Media-Pack-Banner-300x300
ACCESS 50 VIDEO PRESENTATIONS
Access all 75 Award Finalist Entires
pdf
BTOES AWARD - NO DATE
BTOES UNIVERSAL GRAPHIC - NO DATE
Subscribe to Business Transformation & Operational Excellence Insights Now
btoes19.png
png
cultural_transformation
png
Enterprise_architecture
png
oil_&_gas
png
ibpm
png
financial_services
png
RPA
png

Featured Content

  • Best Achievement of Operational Excellence in Technology & Communications: IBM
  • Best Achievement of Operational Excellence in Oil & Gas, Power & Utilities: Black & Veatch
  • Best Achievement in Cultural Transformation to deliver a high performing Operational Excellence culture: NextEra Energy
   
Operational Excellence Frameworks and Learning Resources, Customer Experience, Digital Transformation and more introductions
  • Intelligent BPM Systems: Impact & Opportunity
  • Surviving_the_IT_Talent_deficit.png
  • Six Sigma's Best Kept Secret: Motorola & The Malcolm Baldrige Awards
  • The Value-Switch for Digitalization Initiatives: Business Process Management
  • Process of Process Management: Strategy Execution in a Digital World

Popular Tags

Operational Excellence Business Transformation Business Improvement Process Management Continuous Improvement Business Excellence process excellence Process Optimization Process Improvement Leadership Enterprise Excellence Change Management Lean Premium Organizational Excellence Lean Enterprise Lean Six Sigma Execution Excellence Capability Excellence New Technologies Changing & Improving Company Culture end-to-end Business Transformation Agile Execution & Sustaining OpEx Projects Lack of/Need for Resources Leadership Understanding & Buy-In Adapting to Business Trends Changing Customer Demands Failure to Innovate Integrating CI Methodologies Lack of/Need for Skilled Workers Lack of/Need for Support from Employees Maintaining key Priorities Relationships Between Departments Culture Transformation BTOES18 Digital Transformation Technology Healthcare and Medical Devices Customer Experience Culture Award Finalist Case Study Process Automation Exclusive BTOES Video Presentations BTOES HEALTH Innovation Strategy Execution Report Manufacturing BPM Healthcare Lean Manufacturing Agility Customer Experience Excellence Systems Engineering Insurance value creation Process Design Robotic Process Automation data management digital operations innovation execution Awards BTOES Presentation Slides thought leaders Artificial Intelligence Digital Data Analytics Banking and Capital Markets Professional Services Industry Data Sustainability Transformation Automation Finance White Paper investment banking BTOES19 Consumer Products & Retail Operational Excellence Model Project Management Speaker Presentation Automotive and Transportation Cultural Transformation Enterprise Excellence culture Machine Learning Primary Measure of succes business expansion revenue growth Education IT AI HealthcareTechnologies Interview Lean Culture Learning organization Operational Excellence Example Sales business process automation transformation journey Algorithm Banking Health Insurance Innovation in Healthcare NPS Net Promoter Score Robotic Process Automation (RPA) Six Sigma Blockchain Business Intelligence Cloud Digital Bank Digital Global Enterprise Model (D-GEM) Electricity Frameworks Hoshin Planning Natural Language Processing Pharmaceuticals & Life Sciences Python Supply Chain Management Workplace Analytics AI Solution Agile Transformation BTOES17 Biopharmaceutical Business Growth CX Capability Capital Market Child Care Program Client Feedback Strategy Cognitive learning Communication Corporate Culture Data Entry Delivery solution Denial Management Digital Technologies Digital Workforce Digitization Employee Empowerment Financial Services Software Global Technology Government Government Programs HR Health Maintenance Organizations Hospitality Hospitality & Construction Human Centered Design Integrated Decision Approach Integrated Decision Making Internet Kaizen Logistics Services Media Medicare Oil and Gas Organizational Goal Pharmaceutical Pharmaceuticals and Life Sciences Positive Workplace Environment Program Management Portal (PgMP) Relationship Management Servant Leadership Strategic Priorities Telecommunications Text Mining Transformation Initiatives Wealth Protection Products Web Logic Portal eHealth master text analytics virtual resource management AEGIS Database Accounts Receivable (AR) Adobe Sign Agile methodology Announcement Augmented Intelligence Automated Money Movement BEAM BFARM BPaaS BTOES18 Award Winners BTOES18 Awards Big Data Processing Big Data Technology Blue Room Effect BlueFIT Business Analytics Business Benefits Business Challenges Business Environment Business Process Outsourcing (BPO) CAIR (Client Advocacy Insights Robot) CORE Case Study Centralized Performance Monitoring System Cloud Technology Communications Creative Passion Creativity Data Analyst Days Sales Outstanding (DSO) Digital Experience Digital Network Digital Network Assistant (DNA) Digital Technology Digitalization Drinks E-Signatures ERP Transformation Educational Psychologist Effective Change Leaders Employee Engagement Enterprice Excellence Culture Filmed Entertainment Industry Finance Global Operations (FGO) Global Enterprise Model© (GEM) HP Microservices Acceleration Platform (HPMAP) Healthy Culture Human Capital IBM Cloud Implementation Inclusive Workforce Infographic Information Systems Jidoka KYC Kaizen Event Learning Resource Natural Gas Infrastructure Natural Language Processing (NLP) Natural Language Understanding Offering Managers Oil & Gas Operational Excellence (OpEx) Optical Character Recognition (OCR) Optimise Business Processes Organizational Change Organizational Learning People Engagement Program (PEP!) Performance Culture Photographing Price and Routing Tracking (PART) Product Identifier Descriptions (PIDs) Project manager