Implementing CRM Successfully – Find Out How the CSP did it on 4th November

October 9th, 2015

David Hart
Posted by David Hart in Events

Holy GrailIt has been said that implementing CRM successfully in the Membership sector is the equivalent of finding the Holy Grail! But it needn’t be – find out how the Chartered Society of Physiotherapy did it at the 2015 MemberWise ‘Harnessing the Web’ conference in London on 4th November.

Stuart DeBoos, CSP Finance Director, and myself will be there to take delegates through CSP’s CRM journey. A journey that not only resulted in the successful implementation of a complex CRM system, on time and within budget, but also did much to change the culture of the organisation. With more collaborative and cross functional working, and with better management tools and processes available, the CSP has hugely increased its capacity and capability to deliver projects and change successfully in the future.

You can find out more and book your place at the conference here.

‘Holding the Line: The long and the short of a successful CRM implementation’ is happening in Break-Out Room 2 at 2:40 p.m. Look forward to seeing you there!

If you can’t make the conference but want to find out more about how your organisation can successfully deliver complex projects and change – then contact me at david.hart@eandhlimited.com or ring on 07941 711 338.   Or visit our website http://www.eandhlimited.com/.

Talking about E AND H’s work with the CSP, Karen Middleton, Chief Executive, said: “I just wanted to acknowledge your significant contribution to the work of the CSP, both in terms of the actual work you have delivered and also the way you have delivered it. The latter might be even more important and significant in terms of our journey on Good to Great.

Planning Successful Strategic Change – using Appreciative Inquiry

October 9th, 2015

David Hart
Posted by David Hart in Events

Last week we ran a very successful workshop for the Membership and Association sector on planning strategic change, with a particular focus on using the Appreciative Inquiry technique.

Why do our strategies for change so often fail to achieve everything they set out to do? How often have we seen change consultants who seem to ‘float above’ the organisation, delivering a strategy that impresses the Board, but which just doesn’t seem to land at grass-roots level and perhaps even ends up in the bin?

rainbow-92342_640-softMany of us are familiar with the traditional change management approaches where a ‘vision’ is developed by the Board or CEO and we attempt to bring the rest of the organisation along with us through a range of engagement and communication initiatives – often driven ‘top-down’.

Our work with not-for-profit organisations in recent years has shown us that other approaches are needed if change initiatives are to be more effective in our sector – approaches that build on the energy and potential we already have.   Discovering and working with techniques like Viral Change™, NLP and Appreciative Inquiry has made a real difference to organisations planning and delivering successful change. It’s not that the traditional change-management approaches are wrong – the principles of vision, coherence and planning are critical – but in using additional tools such as Appreciative Inquiry we can be much more effective in ensuring the approach we take is the right one for us, and that our change strategies are both effective and sustainable.

Our workshop last week, with around 30 managers and leaders in the Association sector, focused on using Appreciative Inquiry (AI) as a tool to address some of the significant issues facing us today. Abby Parkes-Wright of Optimist Consulting challenged participants around what the key issues for the sector are and Jane Royden (AI specialist from E AND H) facilitated the AI discovery and creation sessions.

The AI approach is deceptively simple – comprising just five steps, of which we worked through the first four in the workshop:

  1. Decide what’s on the agenda
  2. Discover best of ‘what is’
  3. Imagine and co-create ‘what might be’
  4. Pragmatic implementation of ‘what can be’
  5. Making it happen.

The discovery phase helps us to identify and focus on the positive things we already have, and the things our organisation feels good about – we look at what people were doing, thinking and saying to make it as good as it was. With an understanding of the best of what is, the AI approach then asks to think about what might be – not in a conventional way, but through placing ourselves at a point in the future where we have achieved something great, and thinking about what it feels like, what people are now doing and saying, and looking back at what we did to achieve it.

From the imagining of what might be we now start to think about what can be – how can we do what we imagined and make that kind of success a reality? In Appreciative Inquiry, this is done through the development of what are called ‘provocative propositions’ – grounded in the understanding and reality of our organisation, these are statements that describe the future as if it were already happening and form a basis from which we can prepare for, plan and deliver sustainable change. The provocative propositions developed in our short session last week showed the power of the approach, with one organisation having a new ‘successful individual membership option that generates income’ and another being ‘able to make all decisions in a good way within 2 weeks’. Participants found the event and the AI method really valuable.

The AI approach has proved effective in engaging staff in contributing, co-creating and delivering sustainable change in a wide range of organisations, from the Association that needed to find ways of delivering member services more effectively, to the group of forty social-workers who needed to make financial savings whilst maintaining service standards. If you think this approach might be helpful for your organisation, or just want to know more, then contact Jane Royden at jane@eandhlimited.com, or phone her on 07815 886 864.

Are the Odds Stacked Against You?

September 9th, 2015

David Hart
Posted by David Hart in E AND H, Professional Membership Sector, Project Management

Hope you can get away with it?

Can you accept the risk of your new initiative being more likely to go wrong than to succeed?  Not everyone does – other industries and sectors take a different approach!

Last week I attended one of the regular monthly meetings of Britain’s Energy Coast Business Consortium (BECBC) in Cumbria, of which E AND H is a member. Most of our work however is in London, and in the not-for-profit and Membership sectors, and the contrast between the two couldn’t be greater. As a small project management consultancy, one of the biggest challenges we face is being able to convince potential clients of the value and benefits of adopting good project management practice. At a budget level, the cost of project management, which could amount to as much as 20% of a complex IT and business change project, is often seen as unjustifiable. When I speak to firms at BECBC the picture is totally different – no-one would dream of launching a project in the energy, gas or nuclear sectors without being sure that robust and effective project management is in place from the start. The need for, and value of, project management is taken as read. Why this difference in understanding?

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The obvious answer is degree of risk, or rather the impact of something going wrong. The impact of a nuclear project going wrong could be catastrophic, so it’s comforting to know that effective management and control of risk has such a high priority. Similarly, in the oil and gas industries, the sums of money involved are huge and the potential for a disaster like BP’s Deepwater Horizon is always a possibility, however remote.

But is the relative degree of risk really that different? Certainly as a Membership organisation you are never going to irradiate the population or pollute the Gulf of Mexico, but are the sums of money involved really that different in terms of the relative threat it could pose to your organisation if things go wrong? A small membership association can easily spend £250k+ on introducing new CRM or membership systems and changing working practices – often it’s considerably more.

We regularly hear of organisations experiencing cost overruns and missed deadlines in their projects. The historical figure of something like 60% of all IT projects failing to achieve their objectives is unfortunately stubbornly consistent. Research has demonstrated that almost all causes of project failure are well-known – and most can be minimised with the application of good project management practice. How much does it actually cost you when your project overruns by 6 months? What is the total opportunity cost of this additional time, as well as the direct costs of paying suppliers and staff; and what about the impact on your management credibility and staff morale?pound-685059_1280

When you start looking at the risks of projects going wrong, and what it will cost you as an organisation if it does, then the additional budget up front for some effective project management seems to me to be a wise investment, whatever sector you’re in.

Visual Management Webinar

July 9th, 2015

Jane Royden
Posted by Jane Royden in E AND H, Professional Membership Sector, Project Management, Targetprocess, Transformation, Visual Management
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Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Tuesday 28th July at 16:00 BST.   For all Managers who know there must be a better way…..

See the concepts behind visual management, a demo of the Targetprocess visual management solution for non-profit organisations, and ask questions about the system and the benefits. Click here to register your place.  For more information about Visual Management at http://www.eandhlimited.com/visual-management.htm

Britain’s Energy Coast

July 9th, 2015

Jane Royden
Posted by Jane Royden in E AND H, Project Management

Attended the network meeting of Britain’s Energy Coast Business Cluster last week.  Diverse range of businesses there from nuclear decommissioning to accountants.  More on BECBC here www.becbusinesscluster.co.uk/

Image by Linda Bussey www.pixlb.co.ukBECBC 010715