This document discusses organizational change and the need for organizations to adapt to an increasingly fast-paced environment. It advocates for embracing constant change and fluidity rather than viewing change as isolated events. The document also examines different stages of organizational lifecycles and compares internal and external rates of change. Key themes discussed include defining the end state of change, explaining and inspiring change initiatives, and engaging and empowering employees throughout the change process.

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NA Director
Ketchum Change
Professor
IESE Business School

3. Scene Setting
Study Overview and Findings
Rethinking Change
POLLING: How Liquid is Your Organization?
A New Way Forward
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4. CLEAR DEFINITION OF END STATE
EXPLAIN & INSPIRE
CHANGE AS A CONSTANT
WHAT CHANGE WAS
CHANGE AS AN EVENT
CLEAR DEFINITION OF END STATE
EXPLAIN & INSPIRE
GETTING BUY-IN
WHAT CHANGE IS
CHANGE AS A CONSTANT
FLUID
ENGAGE & ENABLE
“SWIRL” COMMUNICATIONCASCADE MODEL
EMPLOYEE EMPOWERMENT
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6. Ecosystem rate of change
Internal rate of change
Aging or revitalizing?
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7. Courtship
Go - Go
Adolescence
Prime
Stable
Aristocracy
Early Bureaucracy
Bureaucracy
Death
Infancy
Organizational Life Cycles
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8. The more assets and
workforce you have,
the harder it is to
switch strategies and
business models.
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9. The context
is changing
very fast
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11. 1950 1960 1970
1E+03
1E+06
1E+09
1E+12
1E+15
1E+18
1E+21
1E+24
1E+27
1980 1990 2000 2010 2020 2030 2040 2050
COMPUTES
PER SECOND
One insect
One mouse
One human
All humans
Carbon
Nanotubes
Integrated
Circuits
Transistor
The fastest supercomputer
will equal the entire human
race in 2035
Desktops will have human
level speed by the middle
of the 2020’s
Your cellphone
will be smarter
than you by
2030
Historically, desktop
computing trails
supercomputing by about 12
years, by a speed factor of
1000 to 25,000
Mobile devices trail
Desktops by about 8
years, by a factor of
10 to 100
SuperComputer FLOPS Desktop IPS Mobile IPS
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Big Data (genetics, behavioral prediction)
Find out what your DNA says about
you and your family.
Trace your lineage back 10,000
years and discover your history from
over 750 maternal lineages and over
500 paternal lineages.

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3B people entering Middle-class

14. We’ve got to find new ways
and new business models to
find revenue.
The world is changing very fast.
Big will not beat small anymore.
Now the fast are beating the slow.
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22. Ninety percent of what
we call management
consists of making it
difficult for people to get
things done.
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Artist: the mindset of someone that is totally engaged with a subject matter.
Loves working on it.
Manager: the mindset that organizes people, resources. Loves reporting,
follow ups and managing people.
Entrepreneur: the mindset that smells opportunities in the
marketplace and loves risk taking and sharing.
The THREE

25. Steve Wozniak Steve Jobs
Integrating “Gifts”
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26. The modern rule of
competition is
whoever learns
fastest, wins.
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27. 1. New questions
2. New perspectives
3. New eyes
4. New passions
5. New experiments
Where do new ideas come from?
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29. SOLID STATE LIQUID STATE GASEOUS STATE
Not Adaptable Readily Adaptable Flippantly Adaptable
Constant change driven by
authentic opportunity
Constantly changing
without direction
Very linear/ structured
Same core,
different shape No shape or consistency
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Imprisoned by processes
and culture

30. What’s most important?
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31. What does liquid change look like?
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SEE INTERACTIVE POLL MODULES

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34. “The culture is the strategy”
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35. To do
outstanding
work you need
first love,
second
technique.
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37. #34
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Michelle
Mahony
NA Director
Ketchum Change
Michelle.mahony@ketchum.com
Luis
Huete
Professor
IESE Business School
hueteg@iese.edu
THANK YOU