This document discusses creating a change platform to enable organizational transformation. It recommends providing tools and resources to encourage personal responsibility and change initiatives, as well as honest discussions about issues and diverse solutions. It also emphasizes empowering employees through experimentation, collaboration, and enabling everyone to be a change leader.

1. create your change platform with
WHERE TO GO FOR MORE INSPIRATION
PROVIDE THE
NECESSARY TOOLS
AND RESOURCES
ENCOURAGE PERSONAL
RESPONSIBILITY TO
INITIATE CHANGE
HONEST DISCUSSIONS ABOUT
CAUSES AND ISSUES
EXPLORE DIVERSE RANGE OF
POTENTIAL SOLUTIONS
GENERATE A
PORTFOLIO OF
EXPERIMENTS
PERMISSION TO
REACH BEYOND
DAY JOB/GRADE
ENCOURAGEMENT
TO DRIVE REAL,
DEEP CHANGE
SUPPORTED BY TECHNOLOGYTHAT MAKES LARGE SCALE COLLABORATION EASY & EFFECTIVE
CREATE YOUR OWN CHANGE PLATFORM
McKinsey Quarterly, What successful transformations share: gobal survey results,
Keller, Meaney & Pung, March 2010
>50
PEOPLE IN PLANNING
EXTREMELY SUCCESSFUL
TRANSFORMATION
INITIATIVES
INVOLVED
4.7x
MORE SUCCESSFUL
WHEN STAFF WERE
ENTIRELY ABLE TO
SHAPE OR CO-CREATE
THE POWER OF EMPOWERING EMPLOYEES THROUGH CHANGE
McKinsey Quarterly, Build a change platform, not a change program,
Gary Hamel & Michele Zanini, Oct 2014
CHANGE IS ENGINEERED
Creates limited, tried solutions rather than
leveraging diverse & radical ideas
ENVIRONMENT
OF CONSTANT
EXPERIMENTATION
CHANGE IS ROLLED OUT
Generates cynicism & resistance,
rather than creativity & energy
HARNESS
VOLUNTEERS TO
CREATE SOLUTIONS
CHANGE STARTS AT THE TOP
Creates change initiatives that are
too little, too late
ENABLE EVERYONE
TO BE A CHANGE
LEADER
DELIVER TOGETHER
THINK BIG
A CALL TO ACTION
THOUGHT
DIVERSITY
FLEXIBILITY &
ADAPTABILITY
SMART USE
OF RESOURCES INSPIRING &
SUPPORTIVE
LEADERSHIP
COLLABORATIVE
WORKINGCHALLENGE THE
STATUS QUO
CHANGE FOR A NETWORKED ERA
Shared by Helen Bevan in Transformational Leadership, June 2015
Source: Health Service Journal, Nursing Times, NHS Improving quality, Change Challenge, March 2015
CROWDSOURCED FROM PEOPLE
14,000
CHALLENGES OF TRADITIONAL CHANGE PROGRAMMES
PERVERSE
INCENTIVES
INHIBITING
ENVIRONMENT
POOR PROJECT
MANAGEMENT
PLAYING
IT SAFE
UNDERVALUING
STAFF
STIFLING
INNOVATION
CONTROLLING
LEADERSHIP
CONFUSING
STRATEGIES
LEADERS WHO CONSIDERED THEY WERE
SUCCESSFUL AT MANAGING CHANGE
2008
2014
41%
20%
IBM, Making change work.. while work keeps changing, Jorgensen, Bruel, Franke, August 2014
RETHINKING TRANSFORMATION & CHANGE
IN A DISRUPTIVE, FAST-PACED ENVIRONMENT
CREATE A CHANGE PLATFORM