For Organisations

Change, Culture & Organisation Development (OD)

Stephen Hanman and MIRA Companions brings a partnering approach to the business of organisational development and change management. We companion and facilitate the process from where you are to where you want to be. This incorporates optimising the interface between people and technical systems. Often this equates to understanding where you are, defining your strategic intent and guiding you to that destination via interventions that bring you closer to the desired aim. The benefit of a collaborative culture delivers ROI value in a multiple of over 10 when there is low enagement and enablement, high staff turnover and less than best productivity. The Next Stage Organisation includes the Teal organisation articulated in the video below.

The video below provides an overview of ensuring your Strategic Intent is what lives day to day. Authentic and congruent is powerful. 
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The approach is informed by our knowledge of the phases of organisation development and includes the seven organisational beacons. We can assist with all sorts of change management processes; cultural change, technology change, people change, structural change, etc.

The MIRA change management model highlights the tension between the current reality and a desired future when an aim is set to change. People think about change, then they feel into the change with the new skills required to operate in this new environment. Then finally they move to action [doing]; they are committed to the change. The art of change is creating the conditions for the change and acting swiftly when the critical mass moves to committment. Resistance is the result of moving too fast too early or not seeing what others can see. The challenge is to see the whole and act accordingly.

4 Phases of organisation development

Pioneer Differentiation Federation Integration

The catch cry of the Pioneer phase is follow me. This then changes to Us and Them in Differentiation. Often it becomes Us v Them and the move to Federation is required. Many organisations including most corporates live in Differentiation. In Federation the catch cry is "as well as" - there is me, you and us and sustainable solutions are found through principled negotiations. Successful sales and operations planning and execution is an example of a Federated organisation. The focus becomes "We" via the interface system. Organisations can live in Federation and also experience glimpses of Integration - this is when we as an organisation are in flow. The great sporting teams and individual athletes can work in this zone. For an organisation it is experienced when the sum of the whole is greater than the parts.

Seven Organisation Beacons

Aims - What. Vision / Leading Image - Why. Values, Principles & Behaviours - How. People - Who. Structure & Responsibilities. Processes. Resources.

A typical engagement journey with a client follows the steps of; Building relationships; Establishing an aim with a clear view of success; Diagnosis, picture building, recommendations; Interventions, tools / concepts / skill development, etc; Implementation support and coaching; and Review, reflection, learning, embedding the change, celebration and forward planning.

Testimonials

Steve Bray, Partner GRA [Supply Chain Consultants] - Cultural Change

Most business consultants know that you underestimate cultural challenges at your own peril. Stephen does a great job of educating clients on why cultural change is important and how to go about it. He confronts the difficult conversations and takes the journey with you – leaving ‘no elephants in the room’. We’ve worked with Stephen on both internal and client-related cultural challenges and highly recommend his work.

Neale Rodgerson – National Logistics and Supply Chain Manager, Dulux Group

The services MIRA offers have enabled us to stay at the top of our game for an extended period; including numerous industry awards. MIRA has provided a range of services including; executive coaching for our high potential employees, supply chain development assistance including collaboration with a third party provider, team building, collective intelligence strategic planning process, benchmarking, and development and facilitation of an operational excellence peer group.

Lance Deacon Joint Managing Director, Dyson Group of Companies

I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business. We have a strong sense of being a unified team focused on being a leader in our field. Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking. Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching. He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Brendan Bourke - ex CEO Penrite Oils

Stephen worked with Penrite, a family business, for an 18 month period. His engagement began with a supply chain benchmarking project. Following that he provided ongoing executive coaching to deliver improved customer and supply chain service while reducing the cost base. The coaching included development of strategic and one page plans and the establishment of a KPI performance system.

He also conducted change management activities with the senior management team for the implementation of a Sales and Operations Planning process.

Stephen also facilitated a strategic planning process that bought the board and management together to set the future direction. He was able to deliver on his objectives as he is competent in working in challenging situations, staying focused and naming issues as required.

Chris Malinex CEO Link Recruitment

MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

A change management video provides an overview;

Strategic Directions

Stephen Hanman as a MIRA Companion supports you in the articulation and development of your strategic direction. We see the strategic as consisting of the why, what and the how. These give the organisation its orientation. Why does the organisation exist? What will it do? How does it want its people to behave; based on what principles and values? The video below describes this approach.

Power needs to be understood to create what is desired. ‘Power With’ is the desired position, not ‘Power Over’. This video provides insight into the challenge.

The video below describes how one client, Ian George, deployed the approach. It was so successful we wrote a book together.
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This goes deeper than just making money; it is an exploration!  The ‘what’ are the strategic and operational goals and aims. The ‘how’ is about values and behaviours deployed in the pursuit of the why and the what.  In most organisations the ‘what’ dominates the strategic focus.  The why and how statements provide crucial guidance for decision making in difficult and challenging times.

MIRA supports the development of the why, what and how.   As important, is the deployment of the strategic down to the day to day activities. MIRA supports you to create congruence and alignment between the strategic and the structure/ function, processes and resources deployed.  The seven beacons are the core tool that enables and supports organisational alignment.

Testimonials

Lance Deacon – Joint Managing Director, Dyson Group of Companies
“I have worked with Stephen over the past 4 years in the pursuit of good to great. The focus has been creating a values based organisation that thrives on involving our people. The health of internal relationships has been reviewed and interface conversations implemented to ensure relationships are healthy and always developing across the business.   We have a strong sense of being a unified team focused on being a leader in our field.   Healthy relationships and strong feedback systems have enabled a more efficient and effective outcome; silo thinking has been transformed into whole of business thinking.”  Stephen also chairs our board meetings, facilitates strategic planning and provides executive coaching.   He has also assisted in our Family Office with a updated Strategic Plan that included all the stakeholders in its creation.

Richard Siegersma – CEO of DA Information Services.
“Over the last 4 years I have worked with Stephen to assist us to move from a hierarchical, fear based organisation to one that thrives on feedback, direct communication, democracy and collaboration. His depth of understanding and perception of issues needing to be addressed has provided the support I needed. It has been a challenging conscious growth journey that enables our organisation to continue to innovate and offer something to the broader community. It is becoming an organisation of the future today. This journey has included; recreating the vision & values, aligning behaviour to vision & values and having courageous conversations as required.”
Brendan Bourke – CEO Penrite Oils

“Stephen worked with Penrite, a family business, for an 18 month period. His engagement began with a supply chain benchmarking project. Following that he provided ongoing executive coaching to deliver improved customer and supply chain service while reducing the cost base. The coaching included development of strategic and one page plans and the establishment of a KPI performance system.
He also conducted change management activities with the senior management team for the implementation of a Sales and Operations Planning process.
Stephen also facilitated a strategic planning process that bought the board and management together to set the future direction. He was able to deliver on his objectives as he is competent in working in challenging situations, staying focused and naming issues as required.

Stephen Hanman created an innovative and pragmatic approach to the development of Key Performance Indicators for every sized organisation. He has deployed that approach many times.  Please enjoy the video that details the approach;

Organisational politics determines the cultural  health. In this Monash Uni interview we discuss how it works

Collaborative Workplaces and Team Building

MIRA can support you to create a collaborative, accountable workplace that delivers on its promise. We have a structured framework that takes you from where you are to what you want to create. This framework is holistic and values based - set your aim then structure and manage your organisation so it walks the talk. Healthy developing relationships that thrive on feedback are core. A workplace that is great for people and delivers efficient and effective outcomes.
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MIRA’s holistic approach to collaboration incorporates; the phase of organisational development, management styles, use of trust and power, the wheel of organisational dynamics, the interface conversation and the 7 beacons.

Collaborative workplaces deliver high levels of productivity, increased profit margins and significant engagement and satisfaction.

Stephen Hanman, with the client Ian George, is about to launch the book From me to we: design and build collaborative workplaces.

MIRA also deploys a range of simulations to nurture understanding and engagement. The two key simulations are Red Blue and the Beer Game.

We have worked across supply chains in a range of industries as well as collaborative construction projects. In the collaborative construction process, strategic alliances were preferred to the tender process. The alliance partners were involved in the design and construct process from initial design planning to day to day activity on the site.

Testimonials
Ian George – Finance Director and Construction CEO of CGA Bryson.

Over a four year period MIRA assisted the Integrated Property Company from a pioneering phase through differentiation towards the federation phase [MIRA phases of organisational development] during 6 construction projects. All projects were delivered on or before due dates & the outturn cost improved [delivered under budget] as the collaboration deepened. All people in the collaborative construction system became self starters & responsible for their actions.

The assistance started with nine preferred contractors and consultants who became part of a strategic alliance, the tender process was overlooked for these preferred suppliers. MIRA conducted workshops to educate the parties about how collaboration works and what it is and what it is not. MIRA designed the collaborative system with CGA; this included a move away from the hierarchical structure [master and servant] and adoption of a process based system.

Stephen also conducted strategic planning, development of KPIs and interface conversations. Training was conducted for a group of about 40 people from the development and supplier companies including topics like; developing healthy relationships, positive conflict resolution, making and managing commitments, principled negotiations and management styles. MIRA facilitated the aim of CGA becoming a preferred customer to the suppliers.

Chris Malin – CEO Link Recruitment

"MIRA assisted us to resolve an interface issue between Corporate Services and Operations. This involved building consciousness around this interface to ensure healthy relationships were developed and maintained. MIRA’s work included a strategic relationship audit, executive coaching and values setting. The services MIRA offered enabled us to maintain healthy relationships and continue our successful values based organisational growth.

Stephen Hanman conducted a webinar series with the Chartered Institute of Logistics and Transport and below is the partnering and inspirational leadership segment, enjoy;

This interview below between Stephen Hanman, Ian George and Jacquie Chaplin talks about our book From Me to We and details a global movement around reinventing organisations on the basis of 'power with' rather than 'power over' organisational colleagues, enjoy;

Ready for the first step in the transition?