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Change methodology by the BetaCodex Network, for transformation of organizational models
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Make it real! THEDOUBLEHELIX TRANSFORMATION FRAMEWORK forBetaCodextransformationandprofoundchange 02 BetaCodexNetworkAssociates NielsPflaeging&GebhardBorck Whitepaper,February2008,revisedDecember2011
Gettingfromthenowobsoletetayloristicmodel (“ “Alpha” ”) tothe emerging“ “Beta” ”organizationrequirestransformation Decentralized network, “ “Senseand respond“ “ Centralized hierarchy, “ “Commandand control“ “ Transformationof: • Leadershipprinciples • Performance managementprinciples • Values,systems,culture • Businessmodels • ... Relative performance contracts strategy Fixed performance contracts Dynamic coordination Dynamic, continuous processes Fixed,annual processes control
TherearequiteafewpioneersofBetaCodexleadership… Industry Retail Services Governmentsand NGOs
Afewofthemhavealsoundergonefulltransformationoftheir organizationmodels,fromtheAlphacodextotheBetacodex Selectedpioneersofthemodel… Inthe1970s Inthe1950s Inthe1990s Inthe1990s Inthe1980s Inthe1990s Pioneersthatwentthrough“ “transformation” ”
Principlesfirst:Underlyingassumptionsforfulltransformation, basedonthelawsoftheBetaCodex • Organizationsare“ “systems” ”.Sotheyhavetobetransformedassuch. Thus,financepeoplecannotdoitalone. (Andit'sactuallymuchmorefunapproachingchangeholistically.) • Asystemicviewofthechangeprocess: don'tplantoofarahead–followtheenergy! • “ “It'sallabouthumannature” ”. Apply“TheoryY”rigidly! • Abolishingerraticperformancemanagementtools (suchasbudgeting) isjust 0,5%oftheproject (andnotthedifficultbit).Creatinganentrepreneurial,devolved networkiskeytothe“new”model.Whichmeanschanging100sor1000sofminds. • Peopleintheorganizationhavetodothisthemselves! Theroleofconsultantsandchangeexperts: giveadvice,don'tmakedecisionsorstart“implementing”fortheclient. • Everyone'scommunicationstylesandbehaviorpatternsmustchange. Transformationthusrequires“people”specialists,coachingandsometraining. • “ “Mature” ”casesandthemodelitselfarekeytomakingthevisionpalpable. Butitisequallynecessarytoapplymore“emotional”techniquesandmetaphors. • “ “Community” ”isafoundationtosuccessfulimplementation,becauseitprovides orientation–theBetaCodexNetworkisthecornerstoneofthiscommunity
Thechangechallenge:A“ “leadershipmodel” ”transformation requiresafittingchangeprocessframework Decentralized network, “ “Senseand respond“ “ Centralized hierarchy, “ “Commandand control“ “ Onlyachange philosophythatis coherentwiththenew modelcangetyou there! Relative performance contracts strategy Fixed performance contracts Dynamic coordination Dynamic, continuous processes Fixed,annual processes control
StringNo.1ofthe“ “DoubleHelix” ”transformationframework: Aprocessmodelfororganizationalchange Organizational changeprocess 1. Createa senseof urgency 2. Pull 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Createa newculture JohnKotter,aformerHBSprofessor,pre- sentedhischangemanagementmodelfirstin aHarvardBusinessReviewarticle,in1994, andtheninhisgroundbreakingbookLeading Change.Sincethen,heelaboratedonthat concept,publishingbooksonpracticalcases andtools,andalsoafableonchange. References
Whatisbeingdonewheninthiskindofprocess? Twopracticalexamples • CreateanarrayoflargerTaskForcesto changeorganizationalstructure, managementprocessesandbusiness processes • Alignprojectsanddecisionprocesses with12principlesandthevaluesdefinedin thecaseforchange Organizational changeprocess 1. Createa senseof urgency 2. Pull 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Createa newculture • Writethecaseforchange • Buildawarenessthroughselectiveaction (e.g.abolishingbudgets) • Winheartsandminds,trainfor empoweringleadershipstylesandmore transparency
Forthisdimensionoftransformation,weusenotonlyKotter´s changeconcept,butalsoOurIcebergIsMeltingbookandtools • Notsomuchabook…butmoreofanorganizationalchange methodology (“Kotter´s8-stepprocess”) andapowerful metaphorewithwhicheveryoneinanorganizationcanrelate. • Archetypes,phases,andsituationsinthestoryhelptodeal withrisksandresistance,andtocreateacommonlanguage withintheguidingcoalition. • Toolsderivedfromstoryandmethodcanserveasabasis for ? “initiativebranding” ? process“temperaturemeasurement” ? initiative/taskforcemanagement ? confrontingresistance ? internalcommunication Reference
10 ParadigmaLeadershipWorkshop,Apr2007
11 LogoplasteLeadershipWorkshop,Mar2007
EventhoughtheKotterprocessbyitselfiscoherentwith transformation,thisapproachalonecannotsuffice • Theproblem:Aprocessmodelforchangingteamsortheorganization as a wholedoesn'tcopewiththefullchallengewearefacingintransforming fromcommandandcontrolto“beyondbudgeting”. • Thereisanotherdimensiontochange.Onethatisnotrelatedtogroups ortheorganizationasasocialorganism,butthathastodowith each individual'stransformationjourney. • Toachievetrueorganizationaltransformation,thus,another dimension,orhelixstring,hastobeaddedtotheframework.
StringNo.2ofthe“ “doublehelix” ”transformationframework: aprocessmodelforpersonalchange Individual changeprocess 1. Ending 2.NeutralZone 3.Beginning Reference ConsultantWilliamBridgespublishedhislandmarkbookManaging Transitions backin1991.Hisconceptisbasedupontheobservation thatinordertochangeasapersonorstartsomethingnew,youhaveto gofirstthroughastageof“Ending”or“unloadingyourbaggage”, followedbyapaththroughtheso-called“NeutralZone”.
Puttingthetransformation“ “doublehelix” ”approachtogether Individual changeprocess 2.NeutralZone 1. Ending 1. Createa senseof urgency 2. Pull 3.Beginning 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Organizational changeprocess Createa newculture Bycombiningoneconceptwiththeother,acompletelynewkindofchangeinitiative frameworkemerges:Oneinwhichthetwodifferentdimensionsofprofoundchange– organizationalandpersonal–areintertwinedandinseparable.Thedoublehelixframework allowsforafarricherandmore“realistic”perceptionofprofoundchangeprocesses.
Transformationis“systemic“bynatureandthusdifferentfrom “projectmanagement“.Itcanbeledandguided,however... Statusoftheproject (“processtemperature“) 1. 2. 3. 4. 5. 6. 7. Createa senseof urgency Pulltogethera guiding coalition Develop changevision andstrategy Communicate forunderstan- dingand buy-in Empowerall others toact Produce short-term wins Don´t letup Phasein% 1. Thereisastrongguidingcoalitionthatsustainsthetransformation. 2. Allovertheorganisation,“profoundchange“isconsideredanissue. 3. Differentgroupsintheorganisation (taskforces) alreadyworkonspecificchanges.
Threefull-fledgebetacodextransformations thatweguidedasadvisors–andhowtheywerebranded Logoplaste,Brazil Paradigmagroup,Germany BankAustriaRetail,Austria FIRE FIRE Vertrieb2.0 (“Sales2.0”) Decentralize–Lead-Grow PreparingLogoplasteforgrowth Flexible-responding adaptivelytomarketdemands Integrated-allinvolvingall organizationmembers Respectful-indealingwith peopleandenvironment Erfolgreich(successful)-asan organizationandasindividuals
TheBetaCodexNetworkwhitepapers-sofar Special Edi+on Special Edi+on FindallBetaCodexNetworkwhitepapersonwww.betacodex.org/papersandonSlideshare. Whitepaper–The3StructuresofanOrganization ©BetaCodexNetwork–Allrightsreserved 25
The“OrganizeforComplexity”book Paperbackedition Deluxeedition (withbonuschapter) www.organizeforcomplexity.com
Make it real! ValéryaCarvalho mvaleriacarv@gmail.com LinkedIn SãoPaulo NielsPflaeging contact@nielspflaeging.com nielspflaeging.com NewYork,Wiesbaden SilkeHermann silke.hermann@nsights-group.de insights-group.de Wiesbaden,Berlin,NewYork LarsVollmer me@lars-vollmer.com lars-vollmer.com Hannover,Stuttgart betacodex.org GetintouchwithusformoreinformationaboutleadingBetaCodextransformation, andaskusforakeynoteoraworkshopproposal.