The document proposes a "Light Touch" approach to designing change that can achieve desired outcomes in complex scenarios with more precision and less risk than traditional change models. It describes how failures in large projects often result from assumptions and methods used, and how the Light Touch design team offers a proven approach blending new methodologies. Their services include tactical analysis sessions to resolve issues, designing integrated program missions, and education to reframe mindsets and skills not taught in business schools. Examples demonstrate how their approach has helped solve various challenges in different organizations.

1. Paths to performance.
A revolutionary approach
to the design of change.
A simpler and surer way to
design outcomes.
© Thinking and Morphthink, 2016 1Version 1.5, 20.6.16

2. Light touch change
Discover how to achieve
precise required outcomes
even in complex scenarios.
Improve large projects,
change programmes,
strategic initiatives and
leadership.
On the front line of design,
drawing on an impeccable set
of theory and practice.
Simplifies the design and
execution of change.
Reduces the risk of
unintended outcomes.
© Thinking and Morphthink, 2016 Page ∣ 2

3. The challenge of the standard
change design model.
• Large complex design programmes often fail to
deliver the goods.
– Most reports view this as the most common
outcome. Even when ‘successful’, projects are often
slow, expensive and meet resistance. Examples
include; tech transformation, integrated customer
experience (CX), new service lines, and adaption to
changed market conditions.
• Hard problems often keep executives awake.
Especially when no ready answer seems possible.
– Almost every senior executive has seemingly
intractable problems that keep recurring or never go
away.
• Culture change and other enterprise-wide
transformation often takes years and is uncertain,
painful and expensive.
– It seems easier to destroy than to rebuild culture.
In large complex scenarios, project
failure and difficulties in achieving
change are common. It does not
have to be this way.
Failures or success depend on
assumptions, methods and a design
skill base. The Light Touch design
team offers a proven safe way to
design outcomes. This blends
several new paradigm changing
methodologies and operational
protocols. Naturally providing
significant competitive advantage.
© Thinking and Morphthink, 2016 Page ∣ 3

4. The Light Touch team offers
3 principal services.
Light
touch
change:
service
missions
LTC Tactical
Analysis: individual
sessions to resolve
complex issues.
In this service, the key client
meets the design team for an
intense and detailed design
session. The required outcomes
are precisely defined and/or
redefined. Then a set of tactics
are designed that relatively
effortlessly bring forth the
outcomes with low risk and easy
implementation
LTC Complex
Programme design
framing: designs
cross-discipline
integrated project
team missions.
Functional team leaders join an
intense design session. Required
outcomes are precisely defined
using LTC methods. Then
congruent and consistent design
outcomes are identified for each
major sub-project to enable
smoother implementation across
silos. This is repeatable for lower
levels.
LTC Reframing
Change: Education
that reframes
mindsets and
retools executive
practice
The LTC design team teaches a
new operational and design
framework to implement change
and innovation. This practical
methodology gives theory and
skills not taught in top business
schools. The proven theory is
demonstrated in the resolution of
a real and significant work place
issue that each person brings.
These are available from London
for Europe, from Singapore for
Asia, Sydney for the Pacific.
“I left with a way forward to a
million dollar plus issue that I
really did not think was possible.”
© Thinking and Morphthink, 2016 4

5. For those who can think well
many possibilities become
available.
• Reframing seller evaluation and
customer relationship metrics to
change business dynamics and
seller community motivation
• Redefining one line on a P&L to
change the culture and spirit
• Renegotiation of the way forward
to resolve a stalled $60m
outsourcing deal
• Reversal of a "war" between the
quality and manufacturing in a
multinational pharma (generating
$millions in savings)
• The unlikely seamless merger of
two IS departments within a larger
banking merger
• Significant reduction in customer
churn in a large North American
media company
• Adding two data elements to call
centre conversations with tech
customers that dramatically
improved business and inventory
levels globally
• Resolving an ongoing war between
three major car dealerships so they
cooperate rather than get into cut-
throat tactics
• Resolution of a major lawsuit
(without going to court) in a large
family owned business.
LTC focuses on how to achieve
real-world outcomes rather
than theories or models of
leaders or organisations.
People learn how to think well
and look beyond the obvious
that everyone else is looking at.
This allows them to see
opportunities that others miss
and innovate much faster.
© Thinking and Morphthink, 2016 5
Examples have included

6. Clearing the view.
Benevolent
scepticism.
Filtering complexity to answer
“What really needs to be
different”?
Identifying desired
outcomes.
Pattern
investigation and
change planning.
Small, high-leverage actions
that achieve the outcomes
and minimise risk.
How we do this.
Based on our 60 years of
combined work and research,
we have developed a unique
methodology and analysis
process. The focus of our work
is designing small actions
releasing deliberate change.
These bring about the required
outcome more easily, and
quickly than thought possible.
© Thinking and Morphthink, 2016 6
Protocols &
thinking tools
for framing &
reframing…

7. Multidisciplinary science
uniting psychology,
behaviour, communication,
control theory and more
Practice methodology:
developed action
protocols
Applications:
LTC
The science of change
• You cannot have a technology without an underpinning of good
science.
• And any radically new technology needs a new way of thinking,
or epistemology.
• Similarly, you cannot deliver “change” at scale with any reliability
without a ‘new way of thinking’ and very sound multi-
disciplinary science behind it. A science of people, mind,
behaviour, society, organisation, control, change/regularity
patterns, communication, and more.
• To be useful, the science needs to become a practical art of
design. This is partly achieved by the way practitioners think
differently.
• Applying this is what LTC offers.
There is an exquisitely worked
out set of principles and
methodology that derives from
the connections between a
number of scientific systems. But
it takes time to master these.
Most are unfamiliar to executives
and consultants, or only partially
understood. Some might know
one or two aspects, but not the
whole picture. To learn some of
the practice that follows from
this science, try the LTC
Reframing Change programme.
© Thinking and Morphthink, 2016 7

8. The Light Touch Team.
Philip Pryor
Philip is a world
authority in light
touch change. He is
a Thinking Partner,
faculty member of
the Centre for
Thinking Futures,
and founder of
Morphthink based in
Sydney.
Angus Jenkinson
Angus is a Thinking
Partner and founder
of the Centre for
Thinking Futures.
His career includes:
professor, tech
entrepreneur,
industry transformer
and business advisor.
The team consists of two
design leaders with over 60
years combined experience
supported by an international
team of senior project, process
and engagement resources in
Europe and North America.
© Thinking and Morphthink, 2016 8