This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.

1. Purpose
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Welcome to the New Frontiers in
Organization Change Masterclass. Our
purpose is to enable internal Change
professionals to be better Agents of
Change for their organizations.

2. MasterClass Agenda
Defining Change
Organization Change Models
Trends and Whole-System Transformation™
Case Studies of Success
Competencies for Change Agents
Clinic for your Organization’s Challenges
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3. About Scholar Consultants
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What is our background? What are our
unique service points? Who are our
clients in the region?

4. Main Service Lines
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5. Unique Service Points
Why Work with Scholar Consultants?
We don’t use tools that force you to fit in.
Implementation support is our guarantee.
Technology is our best friend.
Expertise is transferred to your organisation.
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“Ready for a flawless experience?”

6. MasterClass Facilitators
Mubeena Mohammed
Founder and CEO of
Scholar Consultants
Specialist in HR Systems,
Culture and OD
Middle East experience
since 2003
Roland Sullivan
Author of ‘Practicing OD’
and 20 other titles
Specialist in ‘Whole
System Transformation’
Global experience in
Change since the 1960s
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7. Defining Change
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How do we distinguish Organization
Development and Change Management?

8. Change Management
The practice of applying a structured
approach to transition an organization from a
current state to a pre-defined future state.
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Re-­‐Engineering
Rightsizing
Restructuring
TQM
Turnarounds
Strategy
Roll-­‐Out

9. Change Management Fails
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70% of Change Management initiatives fail. Why:
Reactive processes and mechanistic tools used
Enforced without choice on those impacted the most
The answers come from a select few in authority
Impact is not managed organization-wide
Too much focus on measuring incremental change
Towers
Watson’s
2013
Study
‘Change
and
CommunicaDon
ROI’
found
only
25%
of
Change
IniDaDves
were
successful
long-­‐term

10. Organisation Development
Wholistic and continuous system-wide
effort, using behavioral science to transform
the organization to a new desired state.
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Agility
Culture
Breaking
Resistance
Purpose
Philosophy
and
Vision
Stakeholder
Engagement

11. CM and OD
Change Management
Uses tools to enforce key
people to change
Problem-solving in few
segments of the org.
Does not factor in the
individual person
Change Management
practitioner is not held
responsible for
organization-wide results
Organization Development
The Change facilitator is
the primary tool
Focused on teams,
connections and
relationships
Personal change is
necessary and inspired
OD Practitioner is
trained on specific
Change competencies
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12. Models of Change
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What are popular change models used
globally? What are elements in common,
and what is Middle East applicable?

13. Kurt Lewin Model
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Forces Wanting
Change
Forces Resisting
Change
Line of Status Quo
New Technology
Economics
Competition
Cost Effectiveness
Job Security
Traditional Norms
Fear of coping
Vulnerability
1
Conduct “Force-Field Analysis”
to Assess Balance of Status Quo
2
1. Unfreezing
Motivate the system to
engage in change
Lewin’s Change process
consists of 3 steps:
2. Moving
Shift behavior with new
structures and processes
3. Refreezing
Stabilize the system to a
new state of equilibrium

14. Lippit Action Research Model
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Problem
Consult
Prelim
Data
Feedback
to Client
Diagnose
Action
Plan
Do
Action
More
Data 1 Identify the Problem
2
Diagnose problem
by collecting data
3
Action Plan for
problem-solving
4
Collect data after
executing actions
UAE?

15. Penn State Model
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Inquiring
Strategizing
Planning
Doing
Revitalizing
1
2
3
4
5
Viewing the present
Appraising goals, capabilities, cultures
Understanding communication practices
Envisioning the possibilities and a positive future
Reviewing change options and top commitment
Identifying scenarios with benefits / costs
Developing an operational effectiveness roadmap
Establishing communication plans and roles
Establishing feedback systems
Sharing knowledge about the change
Maintaining the momentum while being flexible
Managing distortive communication and resistance
Sustaining the change
Evaluating the effort
Continuing to view present with eye on the future

16. Continuous Improvement
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There is a
difference
between
Transformation
and Continuous
Improvement.

17. ScholarConsultants.com 17
Globalization
Market Speed
Technology
Political and Legal System
Social and Cultural Values
National Economics
Customers
Suppliers
Competitors
Financial Institutions
Producers of Substitute Products
Labor Law
FOUNDATIONS
Philosophy
and
Ethics
Vision/AspiraGon
Mission/DirecGon
Strategic
Goals
WHOLE-­‐SYSTEM
CHANGE
Planned
Internal
Change
Radical
Internal
Change
Resistance
/
Readiness
Market-­‐Induced
Change
TOP
MANAGEMENT
Leadership
Behavior
Team
Alignment
Decision-­‐Making
CULTURE
Core
Values
Environment
Norms
/
AXtudes
PoliGcs
THE
INFINITE
(∞) EXTERNAL
ENVIRONMENT
ORGANIZATION
DEVELOPMENT
WHEEL
“INFORMATION
UNCERTAINTY”
“RESOURCE
DEPENDENCE”
The OD Wheel
selects what
environmental
aspects the
organization
wants to
respond to and
creates unique
values to justify
its choices

18. The Systems Model
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©Scholar Consultants
Inspire, Create, and Implement
Organisation Development
Societal Global Purpose
National Economic Purpose
Business Purpose
Personal Individual Purpose
Departmental and Team Purpose
Organisational Purpose
INPUTS
PROCESS
OUTPUTSFEEDBACK
Greatness
Scan
Plan
Act
Re-Act
Vision
EthicsCourage
(Sullivan’s
Whole-System
Transformation®)
(Koestenbaum’s
Leadership
Diamond
Model®)
Kostenbaum’s The Leadership Diamond®
encompasses 4000 years of western and
eastern philosophical wisdomReality
External Environment

19. Whole-System Transformation™
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What are the emerging trends in OD?
What is Whole-System Transformation™
(WST)? Will it Work in the Middle East?

20. Emerging Trends in OD
Large Group Dynamics
Focus on Positivity with Appreciative Inquiry
Strategic Transformation Office
Less measurement, more paradigm shifts
Less process, more facilitated conversations
Feedback from the Whole System
Consultant is not the expert
Shift from problem-solving to futurising
Culture is eating Strategy for Lunch
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21. Whole-System Transformation™
A new frontier in managing change which
factors in the entire enterprise at the same
time, where change is all-inclusive to develop
all segments of the organization together.
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“Bring in the ‘O’ in ‘OD’, and your organization
will have paradigm shifts more easily and quickly.”

22. Whole-System Change
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Change
Agent(s)
Leader
Team
Design
Team
Critical
Mass
Change
Office
Engage-
ment
Communication
and Social Media
Organisational Agility
and Business Results
Sustainment
Action
Research

23. 10 Essentials for WST™
1. Internal Change Agent
2. Executive Team Transformation
3. Designing Large Group Interactive Summits
4. Critical Mass Transformation
5. Engaging Stakeholders to Support Change
6. Multi-Faceted Communication
7. The Strategic Transformation Office
8. Monitoring Big Results
9. Ongoing Sustainment
10. Continual Action Research for Change
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24. Internal Change
Agent (ICA)
Developing the Internal
Change Agent (ICA) to
be positioned to
facilitate the change
process while the
executive leader controls
content.
The external consultant
provides coaching to
transfer the knowledge to
the internal change agent.
The external consultant
works with the client system
– ICA and senior leaders -
set up the structure,
process, and political
relationships to support the
change so the ICA is
effectively positioned to
carry on internally.
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WST™ Essential 1.

25. Competencies for the ICA
Scouting
Contracting
Data Collection, Analysis, Interpretation
Action Planning
Action / Intervention
Evaluation
Termination / Separation
Personal Mastery
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*Sullivan’s revision of M. Laiken, 2010, who took her work from the 22nd version of “A Self-
assessment Tool for OD Competencies (Worley, C., Rothwell, W. and Sullivan, R.), and OD Skills: An
Ongoing Competency List (McLean, G. and Sullivan, R.).

26. Executive Team
Transformation
The Executive Team
defines the process to
transform the whole
system. They develop
“one brain and one
heart”, setting the tone
for system-wide change.
The first intervention in a
(WST) effort ideally focuses
on the leadership team.
Each executive must
transform themselves as
well as the executive team’s
effectiveness must improve.
The executive team comes
to understand the
transformation by
experiencing group and
individual change and
develop self-awareness.
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WST™ Essential 2.

27. The Design Team
Change Agents and
Executive Team draft the
purpose and outcomes
for a 2.5 or 3-day
transformational change
summit involving
representation from the
entire client population.
A design team from within
the client is appointed to
create a detailed agenda.
The design team revises or
refines the purpose, while
detailing the timing,
activities, tools, presenters,
handouts, logistics or
anything that is pertinent to
a flawless meeting.
Plan for dealing with
chaotic change situation
during the 3-day workshop.
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WST™ Essential 3.

28. Critical Mass
Transformation
Once the Executive
Team experiences an
aligned culture, a summit
initiates engagement
with the next level of
leadership, right down to
the critical mass of the
organisational system.
The design follows a
divergent/convergent
model - small groups work
together in breakout
groups (diverge) and then
the whole room shares the
results (converge) for a
shared system view.
Max-mix tables - maximum
mixture of the widest
representation of different
parts of the organization.
Subsequent summits done.
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WST™ Essential 4.

29. Whole-System Transformation™ in Action
Real change happens dynamically when everyone is
involved in strategic decision-making for their level.
The whole system is responsible for change
together and individual commitment rises.
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30. Stakeholder
Engagement
Authentic engagement
of all is critically
important in WST.
Summits produce a
positive energy that has
substantial ripple effects
throughout the whole
system.
Through osmosis others
begin to change.
Mini-summits by location/
function are held to
implement the direction.
Culture is deliberately
created to engage the
entire system.
A mix of social media,
appreciative inquiry, project
management, quality, and
workplace learning roots
the change in sustainability.
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WST™ Essential 5.

31. Multifaceted
Communication
Communication
dynamics become key in
the success of change
efforts. Communication
norms need to enhance
transparency,
inclusiveness and trust.
A Communication strategy
is defined to ensure
ongoing support of the
change.
Free, transparent
information flow through a
variety of communication
avenues is a high-valued
result of true
transformation.
Anyone in the client
population has their voice
heard here on in.
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WST™ Essential 6.

32. Transformation
Office
The Transformation
Office comprises of a
group of change
champions that have the
responsibility to view the
entire system from a lens
of multi-dimensional
subject matter experts.
This team ideally includes:
Executive team sponsor
HR head
Strategic planning lead
CIO
Middle management
representative
Lower echelon employee
representative
Customer advocate
Internal Change Agent
The role is to advise the
executive leadership
regarding the system-wide
change journey.
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WST™ Essential 7.

33. Monitoring Big
Results
Monitoring the impact
of change practices on
increased organizational
effectiveness is
paramount. But change
should be so significant
that it can instantly be
seen and felt.
Consultants support the
client to collect data,
identify measurable
outcomes that will evaluate
the critical success factors
of the transformation.
Results need to reflect a
transformative leap, a
paradigm shift.
Piecemeal or incremental
change does not keep up
with business needs.
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WST™ Essential 8.

34. Ongoing
Sustainment
The greatest metric for
an effective OD effort is
when the approach still
evolves to greater
performance years after
inception. Change and
agility are mastered.
The new culture
demonstrates how to use
new ways of interacting with
co-workers and conducting
better meetings.
The process is recycled
annually birthing innovative
experiences.
The Executive team is to
review the progress and
sustain their company’s own
unique WST™ structure.
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WST™ Essential 9.

35. Continual Action
Research
The client system
should be transformed to
use the WST™ Model in
any change using the
Sullivan model for OD
Action Research – Scan,
Plan, Act, and Re-Act.
Sullivan simplifies the
classic OD action research
to four facets. They are
scan, plan, act, and re-act.
“Scan” is an assessment of
what is or what is not
happening.
“Plan” is imagining a future
state and how to get there.
“Act” is intervening into a
system that improves it.
“Re-Act” is the eliciting of
feedback for the cycle.
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WST™ Essential 10.

36. Herman’s Action Research
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Gather data most
needed to make
informed choices
Choose the
opportunities that
warrant resources
Design the steps
required to
implement intentions
Track progress
and record
interim results
Adjust processes
and targets to
suit needs
Take actions, whether
choosing or deciding
This is the
underlying
conceptual
framework in every
micro and macro
change process

37. Case Studies in WST™
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What are the hallmarks of successful
change? What can we learn from these
global case studies using WST methods?

38. Case 1: Airbus
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CHALLENGES
RESULTS
A new Chief Information Office (CIO)
found a fragmented organization with
a change-fatigue and cynical staff.
The function had been split and
integrated, and split again.
The performance of this function
needed to improve significantly and
fast.
Achievement of savings targets while
maintaining services and supporting
growth and business transformation.
Improved track record on project
delivery.
Improved communication up, down,
and across.
Improved collaboration across
organisational borders.
WHOLE-­‐SYSTEM
TRANSFORMATION™
PROCESS
Each of the four years an annual leadership executive retreat was held and one
large summit of around 300 people were convened.
In preparation for each large group the design team requested 9-10 days to design
their annual summit to ensure that transformation takes place.

39. Case 2: Allstate Insurance
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CHALLENGES
RESULTS
Customer loyalty and satisfaction was
stagnant.
The Customer and Enterprise Services
(CES) group needed to improve cost-
effectiveness.
CES was not contributing
USD 100 million was realized as a result
of a USD 6 million intervention spend.
Customer index went up from 77% to
84%.
New Transformation Department
created.
WHOLE-­‐SYSTEM
TRANSFORMATION™
PROCESS
Wave 1 was 304 employees discussing current state only in August.
Wave 2 was 278 employees discussing future state in November.
Wave 3 was 560 employees created Action Plans in January.
30 people from waves 1, 2, 3 designed system-wide engagement to discuss how
the results of all three waves was going to be taken to 5000 employees.

40. Case 3: ABSA Bank
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CHALLENGES
RESULTS
Huge merger which resulted in the
creation of a new Bank Group.
Bank neglected quality and received
lowest customer ranking of all banks.
Long lines, systems going down, staff
not fully trained, front-line tellers not
able to answer customer questions,
and an inability to process timely
credit applications.
Voted the most loved financial services
brand in South Africa.
The pilot group of 2100 in three groups
of 700 raised the profitability of their
bank division by 69%.
The 34 other divisions raised their profit
only from 2%-7%. It was obvious what
the differentiating factor was – WST.
WHOLE-­‐SYSTEM
TRANSFORMATION™
PROCESS
2100 people in a pilot project over four weeks of intensive interactive events.
Success of the pilot team was utilized by the new CEO to build one team and one
vision for 300 leaders of the 4 separate brands.
Internal staff went on to conduct large group interactive events for years to come.

41. Case 4: US Govt. and Yale
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CHALLENGES
RESULTS
President of the United States
convened the American Forest
Congress which failed in its mission.
Key questions were: “What is our
common vision?”, “What principles
do we agree on to guide us toward
our vision?” and “What are the first
steps we can take as a country and
locally to sustain our vision?”
The results of the next Forest Congress
using Sullivan’s method were presented
to the United States Congress.
Almost every major newspaper in the
country reported extraordinary results.
The 94 local roundtables and
collaborative organizations each
established and owned action plans.
WHOLE-­‐SYSTEM
TRANSFORMATION™
PROCESS
Each table seated 8­10 people. For 3.5 days, the table groups discussed a variety
of forest-related issues. All tables knew what the entire room was thinking.
The Congress was designed by a representative group of those who were to
attend. No papers were presented. No disjointed break out groups occurred.

42. Case 5: Semen Gresik (INDO)
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CHALLENGES
RESULTS
President of Country mandated to
merge the three largest cement
companies from October to March
Goal was to be the most productive,
efficient cement plant in the world.
To change the merged culture to
becoming one like “champions in our
industry”.
Stock price increased in 4 months.
Produced more tonnage of cement in
less time and resources than any other
plant in the world.
Expanded into other Asian countries.
President of Indonesia awarded Semen
Gresik as 4th largest revenue for nation.
WHOLE-­‐SYSTEM
TRANSFORMATION™
PROCESS
100 (top 30 Managers from each plant) for 3 days in large group inspite of 3
separate company groups having been in competition for so many years.
Individual, team, location, system-wide action and commitment plans.
Design team created 50-page script in Indonesian.
Internal Change Agent was empowered to lead the effort.

43. Semen Gresik Stock
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Whole-System
Transformation™ effort
started at this stage.

44. Clinic Q&A
Now that you’ve heard us, reflect on your
situation. How does this apply in your
organization? What can you take away and
use?
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