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Organizing Change Capability

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Most ailed change is caused by disorganization. Solving that root cause requires understanding how the organization must be made.

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Organizing Change Capability

  1. 1. Organizing Change Capability and Maturity
  2. 2. The root cause of failed change is disorganization “Organize” means to arrange components in such a way that they operate together as a unit. That requires defining what the “unit” is and why it should exist – in other words, what its purpose is. As purpose gets defined differently, a corresponding organization must be made for it. Disorganization refers to failures in that making. Whether the failure is in idea, predisposition, integrity, quality, deployment or durability, disorganization results in problematic symptoms such as in compatibility, quality, relevance, risk, and of course performance. One easy way to create disorganization is to commit an organization to solving the wrong problem. An even easier way to create disorganization is to make the organization less important than the problem. If the problem is to Change, then the purpose is To Change, and without a proper organization, success is mostly imaginary.
  3. 3. Production-side “Change” can have three different modification objectives • Translation • adaptation • Tailor the same thing as before, to a new environment • Transposition • migration • Do the same thing as before, somewhere else • If you don’t know where you’re going, it doesn’t matter how you get there • Transformation • Renovation • Use the same things in new ways, or get the same result from new things • Everything old is new again
  4. 4. adaptation migration renovation translate transpose transform Where to How to What is How to What is Where to MODIFY THE THREE MODIFICATIONS OF CHANGE The experience of changing is “transition”. The “transitional” organization performs the modifications. ©2018 Malcolm Ryder / Archestra Research
  5. 5. The complexity of Success or Failure Complexity is a major issue whenever change needs to occur in an environment, organization or system. Each of those three structures has a behavior that reflects a balance (good or bad) of multiple internal factors that influence each other. As a result, we have to respect that altering one factor may generate stresses (good or bad) on the other factors that are different from the current state. And, the more different factors are simultaneously involved, the harder it is to predict the overall outcome of the alteration. Regardless, many familiar overall outcomes characteristically reflect the dominance of a single variable factor. The following shows a compilation of five major characteristic results and their respective influencers.
  6. 6. Five Characteristic Results of Change Efforts RESULT DESCRIPTION A Nothing gets done Intended activity never occurs in a useful way B The wrong thing gets done Assigned interactivity defaults to its defacto opportunity, off-target C The right thing gets done poorly Assigned interactivity maintains discipline but is compromised by various types of unforeseen or underestimated difficulty D The right thing gets done differently Interactivity maintains focus throughout a need for exploiting defacto opportunity versus planned opportunity E The right thing gets done as expected Preparation, focus, and discipline converge and stay explicitly aligned throughout completion of requirements ©2018 Malcolm Ryder / Archestra Research
  7. 7. ©2018 Malcolm Ryder / Archestra Research
  8. 8. Laws of Intended Consequences The maturity model shows that organizational issues are fundamental to any other expectation of success. Of those, personal priorities and personal relationships are often the most powerful influences on whether individuals can effectively adjust their current engagement with the in-place organization, so as to enable and defend the upcoming requirements placed on a transitional organization. Personal adjustment in effect creates or “delivers” the critical resource for the viability and feasibility of any farther-looking design or plan of change. And, the further up the maturity scale we go, the more critical the reliance becomes on Knowledge and then Awareness as differentiators and stabilizers. In short, success in change is dominated by matters of Perspective. In turn, this is why the essential model for executing managed change is a campaign.
  9. 9. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings. All presented findings are derived exclusively from original research. Archestra notebooks carry no prescriptive warranty. As ongoing research, all notebooks are subject to change at any time. ©2018 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com Archestra research is done from the perspective of strategy and architecture. With all subject matter and topics, the purpose of the notes is analytic, primarily to: * explore, expose and model why things are included, excluded, or can happen in given ways and/or to certain effects. * comment on, and navigate between, motives and potentials that predetermine Decisions about, and shapings of, the observed activity.

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