Transformation is the Future
~ Delivering Sustainable Change ~

First thing networking groups met to discuss issues identified by delegates

James Crawford, your Forum Host, will open by looking at why so many of our attempts to transform fall short and what it takes to deliver positive change in the long term.

Ron Skea, Velux The empty chair’.  Managers like the results that adopting a systems perspective brings but they often find it much more difficult to come to terms with the change of thinking that is required. The result is what John Seddon calls the ‘toolhead’ approach to systems thinking. It might produce some quick wins but it isn’t sustainable when the underlying management thinking hasn’t changed.  Based on his experience and research, Ron shares his view on what does and does not help ensure the systems approach is sustainable.

John Seddon, ‘Systems Thinking in the Public Sector’.A pioneer of systems thinking in practice, and innovator of the Vanguard Method, John Seddon will talk about his latest book which exposes the failure of targets and other specifications to deliver improvements in public services. As well as acidic criticism of the regime, his latest book illustrates how systems thinking achieves everything the ministers want but relies entirely on ignoring ministerial edicts.


Parallel sessions before lunch.

Parallel 1 ~ Norm Bafunno, Toyota Motor Manufacturing, USA.
(a pre-recorded session)
Norm,  Senior Vice President of  Manufacturing and Administration in Indiana ,  will offer perspectives on Dr. Deming’s influence on Toyota and Toyota ’s influence on Dr. Deming – including planning, improvement and listening to the customer.

Parallel 2 ~ Tony Droar, West Sussex County Council,
Complexity, Chaos and Innovation’
And the Red Queen said to Alice , "In this place it takes all the running you can do to keep in the same place." Is it like this for you? The ideas and concepts we use to describe our organisations drive our behaviour. Where do these come from; and can we change them? Join Tony’s journey through time, to the future.

Parallel 3 ~ Kevan Leach.
‘What your reports aren’t telling you!’

Ever wondered what's hiding behind your sales figures/reports? Learn how to ‘read’ your business data and easily improve performance in this interactive, fun and enlightening session.


Parallel sessions after lunch.

Parallel 1 ~ Toyota – Question & Answer session with Norm Bufanno.
Continuing on from the previous session, we ask Norm a series of questions generated by some of the conference delegates. His answers will not only be candid but also enlightening and thought provoking. This session will be live via web link. In the unlikely event of technology problems, we will show a pre-recorded Q & A session

Parallel 2 ~ Emma Langman & Alasdair MacDonald,
Murder in the Boardroom: Are you taking the P - seriously?’.
This highly interactive session, investigates a murder! Has the "P" of the PDSA Cycle has been bumped off, and if so, by whom & why? Murder, or a case of serious neglect?  We’ll match Emma's work observations with Alasdair's detailed research into organisational behaviour related to systems, to identify where "P" has gone, and some practical steps to getting it back!

Parallel 3 ~ Patrick Hoverstadt, Fractal Consulting.
‘Beer's Viable System Model (VSM) - Understanding Organisations’.
 Stafford Beer's powerful approach to understanding and modelling organisations using systems and cybernetics. The VSM sought to develop a ‘science of organisation’, that is, a way of understanding how an organisation functions and how it manages complexity; understanding what it needs to be ‘viable’ and capable of transforming to fit the changing environments. He will also explore the relationship & relevance to Deming's SoPK.


Alan Winlow MBE, ‘Climate Change Through the Lens of Profound Knowledge’.
This session tracks a personal journey in seeking to understand the issues relating to climate change.  The majority of scientific opinion now considers that rising levels of greenhouse gases from human activities are contributing to significant changes in climate but the issues are extremely complex.  There has always been variation in global temperatures so why is there so much concern about the current trends?  At the heart of this question lies the fact that over the past 100 years or so, the human race has set up a very successful system for taking carbon from the Earth's crust and depositing it in the atmosphere.

James Crawford, Closing Remarks


Thanks to the following sponsors for 2008:

Process Management International
WhitehallDianna Deming Cahill
Deming Learning Network
In2 In thinking

Managing Transformation
actually means
Transforming Management


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