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Read our latest CI Dilemma in WM Mag

The Post-Consultant Crash

It doesn’t take long for anarchy to ensue after a CI guru leaves his disciples to it…?
This was the dilemma posed in this month’s issue of Works Management magazine, where Jeremy Richardson gives expert advice on how to keep the CI fire burning and the momentum going once your consultant has left the building…

CI solution Jeremy Richardson, associate director, Turner & Townsend Suiko

Firstly, I can sense your panic and despair, but rest assured this is quite a common situation. View everything you have achieved to date positively as a great platform to continue your CI journey to the next level.

It is not uncommon that a positive ‘nurturing parent’; ‘free child’ transactional relationship develops between client and consultant. In the early days it is natural for the team to depend on the consultant to manage the process and police any conflicts. The consultant creates a discipline and routine, which makes things happen.

However, we very much believe that for real sustainable growth, the consultant must leave a legacy behind. The focus throughout the engagement is very much on passing on the framework and associated tools and discipline to enable continuous growth. Future engagements can then focus on adding value and addressing fresh challenges.

There are three areas to address to achieve sustainable improvement:

Establishing the why: Explaining the compelling business reason for change

Then the what: the practices (tools and behaviours) to be changed

And, finally the how: identifying the enablers that accelerate and sustain change

Typically, at the start of the CI journey consultants manage ‘how’ the CI effort is delivered, which allows you to focus on making behavioural and process improvements that impact the results.

In order for CI to happen successfully, we then highlight four key enablers:

  1. The strategic framework – this ensures a compelling vision for CI and a strategically aligned roadmap for your CI journey.
  2. A CI operating system – to apply CI in a common way, at all levels and share learning from your CI activities.
  3. Enabling the right behaviours – through leadership at all levels, having strong values and maximising engagement.
  4. Making it happen – delivering via programme infrastructure, a strong governance process and a gemba way of work (regular management visits to the shopfloor to identify value add opportunities) to ensure the change is sustainable.

To get your specific CI effort back on track, we would advise a combination of developing strong leadership. Do so at all level of the business. Leaders lead by example through a gemba approach to impact and inspire the behaviours of others. They should be the catalyst for change, and recognise the right behaviours to reward.

You should establish strong purpose values that will help guide the way people work. When clearly established it will set boundaries. People will be aware when they cross them. It is unacceptable for your maintenance manager to ‘spit blood’ and it allows the team to point this out in a constructive way.

And you require a CI governance structure: create regular steering groups at each level of the business can review progress, address blockages, champion the programme, and confirm next steps. To be supported by strong implementation plans that are adequately resourced to offer the coaching and support needed. This will help in addressing the incomplete actions and make sure priorities are clear to be worked on.

Visit Works Management magazine to read the full article

http://www.worksmanagement.co.uk/opinion/ci-dilemma-the-post-consultant-crash/150634/

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