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How would you tailor your standard approach?

This is an answer to a question from the 2022 Scottish Water Framework Tender: ''Digital Transformation Consultancy Services Tender''

Section Max Length: 2 x A4 pages

Why Read:

The following is worth a read as it begins to introduce our approach to behavioural and mood change using Commitment-based Management. It also touches on how this has worked so far in previous and current Scottish Water projects.

It then begins to lay out how we can adjust our approach and how we will build on the work already carried out. The approach adjustment is laid out based around six core principles.

You can access the Google Drive folder here.

Introduction to the Tailored Culture Change work VISION is Currently Engaged with at Scottish Water

''How you would use your understanding of utility organizations to tailor your principles and approach to deliver the cultural shifts needed to deliver efficiencies within Scottish Water? Score 4 = Excellent response in all aspects. Area(s) of clear positive differentiation and real understanding of how to deliver organisational change within the utilities industry that is applicable to SW''. - Scottish Water

In responding to the previous question, we spoke about the two common cultural moods and associated styles we found prevalent in most utilities: a mood of resignation—where what matters is not rocking the boat—or a mood of reservation or trepidation - where threatening things matter.

Since working with Scottish Water in 2007, we have found that there is a reserved mood with an associated style of collegiality—where people strive to get along with mutual respect. This meant, people were respectful and collegial but always wanted to follow processes, and examine all (even unlikely) options in order to avoid being wrong and show respect for their colleagues and managers. In general, people did not want to make difficult judgements on their own or even with the vetting of a few colleagues.

To shift this mood, we introduced tailored practices based on our signature Commitment-based Management™ (CbM) methodology that moved people into a mood of admiration for their work, their colleagues, their leaders, and Scottish Water and brought a style of opportunity creation with it.

While our tailored approach in moving to an organisational mood of admiration with a style of opportunity creation brought a transformational change in the teams we worked with, we found the old culture asserting itself whenever we stepped away. As those in a mood of admiration worked with people still in a reserved mood, gradually the reserved practices—checking extra options, adding longer time contingencies, seeking extra advice by having meetings to prepare for meetings—came back. We look forward to a much broader-based change this time.

Tailoring our Principles and Approach to Continue to Drive the Cultural Shifts Needed to Deliver Efficiencies within Scottish Water

Our approach is conceptually simple. VISION organises itself and its client teams around producing such significant operational results, that the only way to achieve them is to change the behaviours that make up the culture. We then introduce the practices that convey admiration and opportunity creation by increasing collaboration across silos and with partners.

We use our Commitment-based Management™ (CbM) methodology throughout all the ranks in order to instil both ownership and admiration. We have brought this approach successfully in working with the ‘Get to Site in Half the Time’ programme for DV1 and recently begun this work in DV2.

As we have worked with Scottish Water and hope to work going forward, we will continue to tailor this approach to the changes in the utility industry and our learning from Scottish Water.

We will adjust our approach around the following six principles:

We understand the regulatory environment you work in and this knowledge enables us to translate this to teams for effective decision-making and empowerment.
We understand your organisation. Our understanding of your cultural background allows us to see patterns in behaviours and identify where new ways of working may lead to resistance that we can then avoid.
We understand and have expertise in Lean, Lean Construction, Agile and Commitment-based-Management™ (CbM). Combining these allows us to develop a diagnosis giving clear direction in two areas: (1) Where both standard and non-standard waste can be stripped out through process improvement and redesign, and (2) Where changes in human behaviour and coordination will deliver efficiencies across your standard operating processes and procedures.
Because we have seen how Scottish Water’s current cultural configuration makes rapid movement difficult to achieve, we believe our mobilisation capability is particularly useful in Scottish Water. We bring the practical wisdom to make change happen by executing high-speed, highly collaborative initiatives. They change the culture, build admiration, and leave time to create and explore new opportunities.
We have also seen the success at Scottish Water of marrying culture change work—admiration (collaboration) and creating new opportunities—with increasing efficiency and reducing costs. We will continue to tailor our work with such marriages. Recently, we have been developing our expertise in Lean Construction methods (combined with CbM) and are constantly looking for ways to bring together Scottish’s Water cultural achievement and efficiency with cost reduction achievements.
We have begun working with some of our clients on innovating subtle decarbonisation initiatives such as working with an insurance company to insure benefits of energy efficiency. We expect to look for similar opportunities at Scottish Water.

Still, we at VISION understand that every approach, including our own, has its limitations. Creating a successful, collaborative value proposition must be done hand-in-hand with you. We know through our foundational philosophy and our direct experience on the ground, that collaboration is key to the success of any of our projects with Scottish Water. We acknowledge and deeply respect that realistic planning can only be done in partnership. Collaboration on all aspects of our working relationship is VISION’s key promise to you.

Key Information

Title: How would you tailor your standard approach?

Topic: Cultural Transformation

Keywords: Sottish Water, Tender, Questions and Responses, cultural shifts, tender response, proposal

Type: not yet specified

Date Produced: June 2022

Additional Details

Scoring Percent: 7.5%

Max Length: 2 x A4 pages

Writers: Jennifer Cassidy & Reena Sequeira

Reviewers: Charles Spinosa & Peter Luff

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