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Radosław Lipiński: Information Flow Model as an Effective Tool For Supporting Transformation & Change In Organizations


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V Międzynarodowa Konferencja Naukowa Nauka o informacji (informacja naukowa) w okresie zmian Innowacyjne usługi informacyjne. Wydział Dziennikarstwa, Informacji i Bibliologii Katedra Informatologii, Uniwersytet Warszawski, Warszawa, 15 – 16 maja 2017

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Radosław Lipiński: Information Flow Model as an Effective Tool For Supporting Transformation & Change In Organizations

  1. 1. Radek Lipiński Information Flow Model As an Effective Tool For Managing Transformation & Change May 2017
  2. 2. Transformation & change  “Everything changes and nothing stands still.” Heraclitus  Many models for change and transformation exist and are used in organizations.  Information processes and their flows are very important factors of each change process effectiveness.  Lack of one effective model for managing different types of changes and transformations processes.
  3. 3. Information Flow Model Based on two dimensions: Focused on information flows
  4. 4. Information Flow Model  Using best elements from most popular models.  Agile, incremental – applicable to wide range of problems and environments.
  5. 5. Information Flow Model Information Flow model can be used in many areas and is effective. … Is it ?
  6. 6. IFM – is it effective ?
  7. 7. Model evaluation process …  During literature analyze and research not identified any ‘ready to use’ approach. Evaluation based on five proposed criteria: Transformation value  Cultural factors  Emotional factors  Information flows  Areas’ complexity  Easy to use.
  8. 8. Criteria verification and validation Three dimensions criteria check: 1. Validation against initial requirements (measurable, effectiveness focused, describing different areas) 2. Qualitative research – interviews with 7 experienced managers 3. Quantities research – surveys collected from 134 leaders / mangers (transformation practitioners) All mentioned items confirmed criteria correctness and validity.
  9. 9. Other models (for comparison)  As wide as possible area of comparison – possible to use in different areas  After research five models (most popular representatives from different areas) chosen for comparison: Project / Program management – PBOK Service management – ITIL Enterprise architecture – TOGAF People in task – SLII ‘Mind set’ transforming – Kotter 8 steps
  10. 10. Comparison result
  11. 11. Information Flow Model – use cases Described 4 use cases in different context and for various types of transformation (finished successfully). Description of transformation environment element for each use case Use case name Knowledge management enhancement Personal development support Effectiveness improvement project Organization management optimization Number of people In transformation team 12 2 20 15 Number of people impacted by transformation 400 2 150 30 Number of activities streams 4 1 2 7 Number o achieved goals / iterations ~160 (4x40) ~40 (40x1) ~120 (3x40) ~180 (6x30) Number of people in activities coordinator role 4 1 1 4 Transformation period In months 9 12 9 6 Environment elements related with transformation goals Individuals, groups individual groups, domains Individuals, groups, domains
  12. 12. Conclusions  Analyze information flows nature in change and transformation processes.  Extend methodology toolset by model effectiveness evaluation approach and created criteria.  Define practical model of Information Flows for change and transformation support & confirm its effectiveness in evaluation process.  Designed evaluation process based on criteria & confirms its validity and quality in various analyzes  Results of qualitative and quantitative research in polish organizations transformation leaders and managers.