1. Catalyzing Organizational
Change through model-
supported Collaborative
Conversation
Strategies to move an Organization To Action
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Bob Carlston @
Konza Partners

2. Bob Carlston Jim Stockmal
Bob Carlston @
Konza Partners
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Presenter Credentials
 Organizational Transformation
Catalyst
 Board Member & Director of
Business Management
@ Business Architecture Guild
 Highly Technical, while
Organization/People-centric
 The MAN
 VP of ASP
 Board @ Center for
International Relations
 Independent Strategic
Management Consultant

3. Organizational Change is
Challenging
 Between 60% and 70% of Change Initiatives Fail
{Source: Harvard Business Review; “Change Management Needs to Change”; 2013}
 McKinsey; Emily Lawson and Colin Price; “The psychology of
change management”; June 2003.
 Four Basic Conditions necessary for Employees to Change
 A Compelling Story
 Role Modeling
 Reinforcing Mechanisms
 Capability Building
Bob Carlston @
Konza Partners
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4. Challenges to Effective Change
Bob Carlston @
Konza Partners
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 There is nothing more difficult to take in hand, more perilous to
conduct, or more uncertain in its success, than to take the lead
in the introduction of a new order of things – Niccolo Machiavelli
 People don’t resist change. They resist being changed! – Peter
Senge
 "If everyone is moving forward together, then success takes
care of itself." - Henry Ford
 "Alone we can do so little; together we can do so much." - Helen
Keller
 “Leaders don’t create followers, they create more leaders.” –
Tom Peters

5. Styles of Change
Bob Carlston @
Konza Partners
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 Top-Down/Push
 Directive
 Coercive

6. Styles of Change
Bob Carlston @
Konza Partners
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 Organic/Pull
 Collaborative
 Involving the people affected
 Creating change with them, rather than doing the change to them
 Consultative
 “Listening” to the people affected

7. What is the Process of
Collaborative Change?
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Bob Carlston @
Konza Partners

8. Process for Collaborative Change
 Create a Shared Mindset
 Change Behavior
 Institutionalize Change
 Transform the Organization
Sources: Konza Partners, & INSEAD
Bob Carlston @
Konza Partners
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9. Shared Understanding is the
Antecedent for Change
 Collaboration & “Conversation” Lead to Shared
Understanding & Ownership
 Collaboration & “Conversation” need Structure
 Understanding must be Tested
 “Internally” With the Cross-functional Team
 “Externally” With Prospective
 Customers
 Partners
 Investors
Bob Carlston @
Konza Partners
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10. What is a Collaborative
Conversation?
What is necessary to participate in one?
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Bob Carlston @
Konza Partners

11. Collaborative Conversation
Bob Carlston @
Konza Partners
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 A structured & open exchange of ideas
 Incorporating evidence/facts
 Presented/discussed in a fashion understood by participants
 Leading to
 Open discussion & interaction
 “Discovery”
 Creative Ideas
 Shared Understanding
 Possibly, solutions & plans

12. What frameworks/tools
are available to lead the
Conversations?
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Bob Carlston @
Konza Partners

13. Methods, Models, Techniques for
Collaborative Conversation
Bob Carlston @
Konza Partners
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 Design Thinking
 Business Architecture
 Business Model Canvas
 Outside of the Box Thinking

14. Methods, Models, Techniques for
Collaborative Conversation
Bob Carlston @
Konza Partners
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 Design Thinking
 Business Architecture
 Business Model Canvas
 Outside of the Box Thinking

15. Methods, Models, Techniques for
Collaborative Conversation
Bob Carlston @
Konza Partners
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 Design Thinking
 Business Architecture
 Business Model Canvas
 Outside of the Box Thinking

16. Methods, Models, Techniques for
Collaborative Conversation
Bob Carlston @
Konza Partners
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 Design Thinking
 Business Architecture
 Business Model Canvas
 Outside of the Box Thinking

17. Case Study #1 – NOAA
National Oceanic & Atmospheric Administration
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Bob Carlston @
Konza Partners

18. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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19. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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20. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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21. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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22. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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23. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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24. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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25. NOAA Office of Marine and
Aviation Operations
Bob Carlston @
Konza Partners
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26. Case Study #2 – China
MNC
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Bob Carlston @
Konza Partners

27. China MNC
 Wholly-owned Subsidiaries
 Hong Kong & Macau
 People’s Republic of China
 Taiwan
 99% Local China Employees
 US Headquarters & Regional Involvement Environment
 Budgets & Sales Objectives
 Primary Messaging/Positioning
 Vacillating Control versus Hands-off Involvement
Bob Carlston @
Konza Partners
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28. China MNC
 Organizational Change Objectives
 Extend Go-to-Market Model
 Extended product lines
 Expansion into Services
 Share “best of location” Skillsets & Capabilities
 Rebrand MNC in China for Extended GTM Model
 Define & Instill Consistent Message across China
 Share Resources across China Subsidiaries
 People
 Skills
 Budget
Bob Carlston @
Konza Partners
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29. China MNC Consulting
Bob Carlston @
Konza Partners
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30. Something to consider
 Some say…
“Think outside the Box”
 We suggest…
“There is no Box”
If you could “define the box”,
could you make the “impossible” possible?
Bob Carlston @
Konza Partners
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31. Let’s Solve
an “Impossible” Problem
Together
Working Session
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Bob Carlston @
Konza Partners

32. “Impossible” Problems
 World Hunger
 I need/want to get $1B by whatever means
 Violence against women
 Others………
Bob Carlston @
Konza Partners
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33. An “Impossible” Problem
 What makes it “Impossible”?
Bob Carlston @
Konza Partners
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34. An “Impossible” Problem
 Can we Define an Environment Where it Might Be Possible?
Bob Carlston @
Konza Partners
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35. Sources & Further Reading
 Harvard Business Review; “Change Management Needs to Change”; 2013
 McKinsey; Emily Lawson and Colin Price; “The psychology of change management”; June 2003
 McKinsey; Carolyn Aiken and Scott Keller; “The irrational side of change management”; April 2009
 Kets de Vries & Miller
 Konza Partners, & INSEAD
 Rosen & Digh; 2001
 Kuhlman & Stahl; 2001
 McCall & Hollenbeck; 2002
 Ken Blanchard; “Mastering the Art of Change”; January 2010
 Elsevier; Paul Caliguri & Ibraiz Tarique; “Dynamic cross-cultural competencies and global leadership
effectiveness”; 2012
 Compasspoint; Laurin Y. Mayeno, MPH; “Stages of Multicultural Organizational Change”; July 2007
 Civil Service College Singapore; Khoo Ee Wan; “The Role of Leadership in Organizational
Transformation”; May 2013
 INSEAD; Kets de Vries/Guillen Romo/Korotov; “Organizational Culture, Leadership, Change, and
Stress”; 2009
 University of Nebraska; “Complexity leadership theory: An interactive perspective on leading in
complex adaptive systems”; 2006
Bob Carlston @
Konza Partners
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