chapter 7 leading collaborative change
The Lollies on Parade! crisis reminded O’Donnell’s that the company could still move fast when the need arose, and Nick saw the same sense of urgency and teamwork in the cross-functional team that would launch The Big Jelly Bean Team Project.
The team comprised ten members who would play the role of leaders and advocates in a ninety-day initiative to engage people from across the business and define how best to embed one-team thinking and tools.
The Leading Collaborative Change method they were to use would become the standard way that leadership and cross-functional teams tackled business-change projects.
getting started
A feature of the Leading Collaborative Change method is that, at the outset of the initiative, the sponsor and leaders define the scope of the initiative and the desired return on investment. This information guides the implementation, including allocation of roles and choice of tools.
As Project Leader, Judith used the checklist of items provided by the facilitators to consult with each of the team members and with Jenny before settling on the top three items:
- a clear and achievable transformation plan
- enhanced staff engagement
- increased leadership capabilities.
She then uploaded these items onto the dedicated team site on the Think One Team Collaboration Space.
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