bentley building organizational change capacity t he c hanging p aradigm of c onsulting : a djusting...
TRANSCRIPT
BENTLEY
Building Organizational
Change Capacity
THE CHANGING PARADIGM OF CONSULTING:
ADJUSTING TO THE FAST-PACED WORLD4th International Conference on Management Consulting
Vienna, AustriaJune 2009
Tony Buono Ken Kerber Bentley University Kerber & Associates
Scenario # 1
Scenario # 2
Two Organizational Change ScenariosTwo Organizational Change Scenarios
Scenario # 1 Scenario # 2
Isolated transitions Multiple, simultaneous transitions
Linear Cyclical, iterative
Moderate pace Accelerating pace
Predictable Unpredictable
Delayed results Instantaneous results
Time to recover Cascading, overlapping stress
Two Worlds of Organizational ChangeTwo Worlds of Organizational Change
Change Gap:
[Expectation of Change – History of Successfully Managing Change]
Change Readiness
A mental state that typically focuses on the extent to which organizational members recognize the need for a particular change at a specific point in time.
Change Capacity
The ability of an organization to change not just once, but as a normal course of events in response to and in anticipation of external shifts.
Change Readiness v. Change CapacityChange Readiness v. Change Capacity
Relatively Narrow Concept Broader Concept Preparation for Specific Change Foundation for Sustainable Change
Requires Extensive Set of Interventions
Micro-Level Meso-Level Macro-Level
Facilitative Organizational Culture
Ongoing Strategizing
Change-Supportive Infrastructure
Sufficient Resources
Understanding Different Change
Approaches
Willingness and Ability to Change
Enhancing Organizational Enhancing Organizational Change CapacityChange Capacity
Enhancing Organizational Enhancing Organizational Change CapacityChange Capacity
Conceptualizing ChangeConceptualizing Change::From Directed Change to Guided ChangingFrom Directed Change to Guided Changing
Conceptualizing ChangeConceptualizing Change::From Directed Change to Guided ChangingFrom Directed Change to Guided Changing
Planned Change
Guided Changing
Directed Change
Authority
Acceptance
Persuasive Communication
Adapted from K.W. Kerber & A.F. Buono, “Rethinking Organizational Change,” Organization Development Journal (2005)
SHARE THELEARNING
SYSTEM-WIDE
IMPLEMENT ACTIONS
& IMPROVISE
HOLD ACCOUNTABLE & LEARN
ESTABLISH DIRECTION &
DESIGN ACTIONS
Guided Changing SpiralGuided Changing SpiralGuided Changing SpiralGuided Changing Spiral
RE-RE-
[CONTINUE TO]
[CONTINUE TO]
[CONTINUE TO]
Dimensions Directed Change
Planned Change
Guided Changing
Change Goals (Ends)
Tightly defined, unchanging goal
Clear goal with some modification, as needed
Loosely defined direction
Change Process (Means)
Tightly constrained
Flexible, participative
Experimental
Change Leadership (Role)
Tell, order, or command
Devise a plan to accomplish the goal
Point the way, watch over, and instruct
Changemaker Relationships
Persuasion Influence Collaboration
Pace of Change Urgent, fast, “just do it.”
Go slow during planning to go fast during implementation
Act quickly, improvise, learn and act again
Distinctions Among the ApproachesDistinctions Among the ApproachesDistinctions Among the ApproachesDistinctions Among the Approaches
When Is Each Approach to When Is Each Approach to Change Appropriate?Change Appropriate?
When Is Each Approach to When Is Each Approach to Change Appropriate?Change Appropriate?
Low
Low High
High
Planned
GuidedBusiness ComplexityBusiness Complexity
Directed
Socio-TechnicalUncertainty
Socio-TechnicalUncertainty
K.W. Kerber & A.F. Buono, “Rethinking OrganizationalChange,” Organization Development Journal (2005)
Micro-Level Meso-Level Macro-LevelAcceptance of Different
Change ApproachesAdopt a common, enterprise-wide framework for thinking about changeWidespread knowledge about different approaches to change & when each is appropriateDevelop deep expertise about change in the organizationChange coaching & consulting servicesChange agent networksDebrief change initiatives with a focus on learning from experience
Change-supportive Infrastructure
Frequent meetings focused on identifying & critically assessing new opportunitiesLow cost experiments with new ideasRecognize & reward those who support, encourage, lead & share learning about changeFluid structure that allows the formation of new groups easilySystems to share knowledge, information & learningResponsive /proactive training & education
Change-facilitative Culture
Emphasis on learning and information sharingEncouragement to ask questions & speak the truthEmpathizing with & valuing alternative viewpointsSupport for taking risks & applying innovative ideasTolerance of mistakes in the interest of learningValue conflict for under- standing & creativity
Micro-Level Meso-Level Macro-LevelWillingness and Ability
to ChangeSelect, hire, evaluate & reward people based on their ability to thrive on changeForm diverse teams to encourage innovation and creativityDevelop, reward & promote supervisors and managers who enable changeEnhance the personal credibility of organizational leadersListen to, encourage, & reward mavericks and trailblazersCreate a climate of trust, honesty, & transparency
Sufficient Resources
Designate an owner of the goal to develop change capacityDevote resources to continually scanning the environment for new ideasEncourage external contact, especially with customersAppoint committed change sponsors for specific initiativesTarget key change initiatives with enough resources to get public successesShelter breakthroughs with their own budgets & people
Ongoing Strategizing
Create a shared purposeThink dynamically & systemically so that strategies can change quicklyExamine future markets, competitors, & opportunitiesFactor future scenarios into today’s decisionsString together a series of momentary advantagesCreate & communicate a change friendly identity both internally and externally
GlobalCom: $Multi-billon global technology leader focused on information infrastructures, services and solutions
Project: New Global Integrated Services Delivery System
Challenge: Long-term, complex initiative with uncertain dimensions
Case ApplicationCase ApplicationCase ApplicationCase Application
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Socio-Technical Uncertainty
Bu
sin
ess
Co
mp
lex
ity
Directed Change
Guided Changing
Planned Change
1. Plot your results for Business Complexity and Socio-Technical Uncertainty on the grid to the left.
2. Plot your Constraints on the continuum below
0 1 2 3 4 5 6 7 8 9 10
Directed Planned Guided
Assessing Change at GlobalComAssessing Change at GlobalComIntegrated Systems Delivery
Organizational Change Capacity (N=24)Organizational Change Capacity (N=24)
Micro-LevelInterventions
CASE ILLUSTRATION
Target
Micro-Level
Acceptance of Different Change Approaches
Adopt a common, enterprise-wide framework for thinking about changeWidespread knowledge about different approaches to change & when each is appropriateDevelop deep expertise about change in the organizationChange coaching & consulting servicesChange agent networksDebrief change initiatives with a focus on learning from experience
Willingness and Ability to Change
Select, hire, evaluate & reward people based on their ability to thrive on changeForm diverse teams to encourage innovation and creativityDevelop, reward & promote supervisors and managers who enable changeEnhance the personal credibility of organizational leadersListen to, encourage, & reward mavericks and trailblazersCreate a climate of trust, honesty, & transparency
Developing Organizational Change Capacity:Micro-Level Interventions
Developing Organizational Change Capacity:Micro-Level Interventions
The Change Continuum “In Action”The Change Continuum “In Action”
Sustainable Change:Sustainable Change:A Question of Change Rhythm?A Question of Change Rhythm?
Sustainable Change:Sustainable Change:A Question of Change Rhythm?A Question of Change Rhythm?
Low
Low High
High
Business ComplexityBusiness Complexity
Socio-TechnicalUncertainty
Socio-TechnicalUncertainty
Authority
Acceptance
Persuasive Communication
Change Capacity:
Micro-Level
Meso-Level
Macro-Level