1. Leaders communicate openly about progress.
2. Everyone can see how own work relates to vision.
3. Leaders role-modelled the behaviour changes.
4. All personnel adapt their day-to-day capacity to changes in
5. Senior managers communicated openly about implications for
individuals’ day-to-day work.
6. Everyone is actively engaged in identifying errors before they
7. Best practices are systematically identified, shared and improved.
8. The organisation develops its people so that they can surpass
expectations for performance.
9. Managers know that their primary role is to lead and develop their
10. Performance evaluations held initiative leaders accountable for
their transformation contributions.
11. Leaders used a consistent change story to align organisation
around the transformation’s goals.
12. Roles and responsibilities in the transformation were clearly
13. All personnel are fully engaged in meeting their individual goals
14. Sufficient personnel were allocated to support initiative
15. Expectations for new behaviours were incorporated directly into
annual performance reviews.
16. Key roles for the transformation were held by employees who
actively supported it.
17. Change goals were adapted for relevant employees.
18. Initiatives were led by line managers as part of their day-to-day
19. The organisation assigned high-potential individuals to lead the
20. A capability-building programme was designed to enable
employees to meet transformation goals.
21. Teams start each day with a formal discussion about the previous
day’s results and current day’s work.
22. A diagnostic tool helped quantify goals.
23. Leaders of initiatives received change-leadership training during
24. A dedicated organising team centrally coordinated the
The 24 practical actions to beat the Transformation odds
Source: McKinsey & Company Quarterly, survey 2015
A new change reality…
Where does Strategizing
need to change?
What is strategy and execution?
Cascading choices for change
Rationality vs. creativity
What must change in the way
What motivates people?
= Autonomy x Mastery x Purpose
Let’s get real
rules ver. 1.0
- Rules design criteria's
and simple –
clear yes or no
– not to easy
1 2 3 4
I swear to submit to the following set of rules for “strategy and change projects” drawn up and confirmed
by Dogma for Change 2015:
1. Projects must have a prototype ready within 30 days. Short & Fat.
2. Steering comitees and project offices are not allowed. Leaders Own It.
3. Communication must be done by own leader and face-to-face. No PowerPoints allowed..
4. The word ”Execution” is forbidden. Leaders must ”frame key choices” to next level in the organisation.
5. Future ”new behaviour” decisions affecting others cannot be done without involving them. Co-create.
6. Importance and engagement must be measured monthly and acted upon. Keep passion alive.
Why: Simplicity, faster change, more impact, more engagement, more authenticity and honesty.
Prototype: Dogma for Change 2015
70% say “I get it”
25% say “My people get it”