BetaCodex02 - Presenting the Double Helix Transformation Framework

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The new transformation framework developed by the BBTN for revolutionary change in thinking and evolutionary development of the organization.

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BetaCodex02 - Presenting the Double Helix Transformation Framework

  1. 1. Make it real! Introducing the Double Helix Transformation Framework (DHTF) for beta codex transformation and profound change Niels Pflaeging Gebhard Borck BetaCodex Network BetaCodex Network & gberatung White paper February 2008
  2. 2. Getting from the now obsolete tayloristic model to the emerging new model “beyond budgeting“ requires transformation. Centralized Decentralized hierarchy, network, “command and “Sense and control“ respond“ Transformation of: • Leadership principles • Performance management principles • Values, systems, culture Relative strategy performance • Business models contracts • ... Fixed performance Dynamic contracts coordination Fixed Dynamic processes processes control Double Helix Transformation Framework 2 2 © Niels Pflaeging & Gebhard Borck – All rights reserved
  3. 3. There are many pioneers of the new model, worldwide. But only very few of them have undergone transformation. Selected pioneers of the model In the 70s In the 50s In the 90s In the 90s In the 80s In the 90s Pioneers that went through transformation Double Helix Transformation Framework 3 3 © Niels Pflaeging & Gebhard Borck – All rights reserved
  4. 4. Principles first: Underlying assumptions for a management model transformation based on beta codex laws 1. Organizations are “systems”. So they have to be transformed as such. Thus, finance people cannot do it alone. (And it's actually much more fun approaching change holistically.) 2. A systemic view of the change process: don't plan too far ahead – follow the energy! 3. “It's all about human nature”. Apply “Theory Y” rigidly! 4. Abolishing budgets is just 0,5% of the project (and not the difficult bit). Creating an entrepreneurial devolved network is key to the “new” model. Which means changing hundreds or thousands of mindsets. 5. People in the organization have to do this themselves! The role of consultants and change experts: give advice, don't make decisions or start “implementing” for the client. 6. Everyone's communication styles and behavior patterns must change. Transformation thus requires “people” specialists, coaching and some training. 7. “Mature” cases and the model itself are key to making the vision palpable. But it is equally necessary to apply more “emotional” techniques and metaphors. 8. “Community” is a foundation to successful implementation, because it provides orientation – the BetaCodex Network is the cornerstone of this community Double Helix Transformation Framework 4 4 © Niels Pflaeging & Gebhard Borck – All rights reserved
  5. 5. “Management model” transformation requires a fitting framework to approach the change itself! Only a change philosophy that is coherent with the new model can get you Relative strategy performance there! contracts Fixed performance Dynamic contracts coordination control Double Helix Transformation Framework 5 5 © Niels Pflaeging & Gebhard Borck – All rights reserved
  6. 6. Part I of the “Double Helix” transformation framework: A process model for organizational change References Organizati onal change pr ocess 1. 2. 3. 4. Create a Pull 5. 6. Develop Communi- 7. 8. sense of together a Empower Produce change cate for un- Don't Create urgency guiding all others short-term vision and derstan- let a new coalition ding and to act wins strategy up! culture buy-in John Kotter (HBS) presented this change management model first in a Harvard Business Review article, in 1994, and then in his groundbreaking book “Leading Change“. Since then, Kotter has elaborated on that concept, publishing books on practical cases and tools, and also, recently, a fable on change called “Our Iceberg is melting“. Double Helix Transformation Framework 6 6 © Niels Pflaeging & Gebhard Borck – All rights reserved
  7. 7. What to do when in the process? Two examples • Create array of larger Task Forces to change organizational structure, management processes and business processes Organizati • Align projects and decision processes onal change pr with 12 principles and the values defined in the ocess case for change 1. 2. 3. 4. Create a Pull 5. 6. Develop Communi- 7. 8. sense of together a Empower Produce change cate for un- Don't Create urgency guiding all others short-term vision and derstan- let a new coalition ding and to act wins strategy up! culture buy-in • Write the case for change • Build awareness through selective action (e.g. abolishing budgets) • Win hearts and minds, train for empowering leadership styles and more transparency Double Helix Transformation Framework 7 7 © Niels Pflaeging & Gebhard Borck – All rights reserved
  8. 8. For this dimension of transformation, we use not only Kotter´s change concept , but also Our Iceberg Is Melting book and tools Reference • Not so much a book… but an organizational change methodology (Kotter´s 8-step process) and a powerful metaphor with which everyone in an organization can relate. • Archetypes, phases, and situations in the story help to deal with risks and resistance, and to create a common language within the guiding coalition. • Tools derived from story and method can serve as a basis for “initiative branding” process “temperature measurement” initiative/task force management confronting resistance internal communication Double Helix Transformation Framework 8 8 © Niels Pflaeging & Gebhard Borck – All rights reserved
  9. 9. Double Helix Transformation Framework 9 9 © Niels Pflaeging & Gebhard Borck – All rights reserved Paradigma Leadership Workshop, Apr 2007
  10. 10. Double Helix Transformation Framework 10 10 © Niels Pflaeging & Gebhard Borck – All rights reserved Logoplaste Leadership Workshop, Mar 2007
  11. 11. Even though the Kotter process is coherent with transformation, this approach by itself cannot suffice. • The problem: A process model for changing teams or the organization as a whole doesn't cope with the full challenge we are facing in transforming from command and control to “beyond budgeting”. • There is another dimension to change. One that is not related to groups or the organization as a social organism, but that has to do with each individual's transformation journey. • To achieve true organizational transformation, thus, another dimension, or helix string, has to be added to the framework. Double Helix Transformation Framework 11 11 © Niels Pflaeging & Gebhard Borck – All rights reserved
  12. 12. Part II of the “Double Helix” transformation framework: a process model for personal change Reference 3. Beginning 2. Neutral Zone 1. Ending ual Individ rocess ep chang Consultant William Bridges published his landmark book “Managing Transitions” in 1991. His concept is based upon the observation that in order to change as a person or start something new, you have to go first through a stage of “Ending” or “unloading your baggage”, followed by a path through the so-called “Neutral Zone”. Double Helix Transformation Framework 12 © Niels Pflaeging & Gebhard Borck – All rights reserved
  13. 13. Putting the “Double Helix” together. Organizati onal change pr ocess 3. Beginning 2. Neutral Zone 1. 2. 3. 4. Create a Pull 5. 6. Develop Communi- 7. 8. sense of together a Empower Produce change cate for Don't Create urgency guiding under- all others short-term vision and let a new coalition standing to act wins strategy up! culture and buy-in 1. Ending al dividu ocess By combining one concept with the other, a completely new kind of change initiative In frameworkr emerges: One in which the two different dimensions of profound change – ep chang organizational and personal – are intertwined and inseparable. The double helix framework allows for a far richer and more “realistic” perception of profound change processes. Double Helix Transformation Framework 13 13 © Niels Pflaeging & Gebhard Borck – All rights reserved
  14. 14. This process is systemic and not like “project management“, but it can be guided and “temperature“ can be taken at any time Status of the project 1. 2. 3. 4. 5. 6. 7. Create a Pull together a Develop Communicate Empower all Produce Don´t Phase in % sense of guiding change vision for understan- others short-term let up urgency coalition and strategy ding and to act wins buy-in 1. There is a strong guiding coalition that sustains the transformation. 2. All over the organisation, “profound change“ is considered an issue. 3. Different groups in the organisation (task forces) already work on specific changes. Double Helix Transformation Framework 14 © Niels Pflaeging & Gebhard Borck – All rights reserved
  15. 15. Two full-fledge beta codex transformations that we have been guiding as advisors Logoplaste, Brazil Paradigma group, Germany FIRE Decentralize – Lead - Grow Flexible - responding adaptively to market demands Preparing Logoplaste for growth Integrated - all involving all organization members Respectful - in dealing with people and environment Erfolgreich (successful) - as an organization and as individuals Double Helix Transformation Framework 15 15 © Niels Pflaeging & Gebhard Borck – All rights reserved
  16. 16. Make it real! www.betacodex.org Gebhard Borck Niels Pflaeging Valérya Carvalho gebhard@bbtn.org niels@bbtn.org valeria@bbtn.org gberatung.de nielspflaeging.com Betaleadership.com Pforzheim, Germany Sao Paulo, Brazil Sao Paulo, Brazil Get in touch with us for more information about leading transformation with the BetaCodex and the Double Helix Framework, or Andreas Zeuch Silke Hermann Markus Schellhammer ask us for a workshop az@a-zeuch.de silke.hermann@ markus.schellhammer@ proposal. a-zeuch.de insights-group.de my-online.de Winden, Germany Wiesbaden, Germany Zurich, Switzerland
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