Transformation insights and cases

Traditional organisations - those that have existed with command and control structures for some time - are often in a stable state. We call that state the “differentiation phase”. In this state, organizational thinking is mostly rooted in tayloristic ("alpha") principles, the evidence of which can be found in structure, systems, processes and ways of working.

Many attempts at change are no more than tinkering with that current organizational paradigm, most make it worse. Often, attempts at change within the old model only cause greater variation in performance and yet more damaging behaviour, or waste.

Transformation is required to move out of the current state. It means working on the management model, not in the model. Transformation starts not with processes or systems, but with the individual. Transformation means thinking differently. And that applies to everyone in the organization, not just to a select few.

Now, quite obviously, when you ask a professional to change the way he/she thinks, life can get complicated.
First of all, this kind of mental change requires an acceptance that he/she had a certain perspective (a predictable way of thinking about managing) in the first place. Many professionals find it very challenging to surface their assumptions about management.
Secondly, it means asking him or her to be open to revising ideas - all the time.
Thirdly, he or she must accept that it is not at all management's job to have the answer, it is to know how to learn. For many, this is a profound and personal change, a profound and personal challenge.

In times of change, 'traditional' managers feel less and less competent because they don't control all the information and have all of the knowledge necessary to sustain their (traditional) position. Their new job is to create a context within which people can use their intelligence and creativity such that they can innovate in ways that are appropriate to the circumstances while reaching the aims of the overall system.

Transformation is enormously challenging, but also enormously rewarding.
 
 
Related papers

Below, you find a link list of BetaCodex Network white papers and case studies on transformation.

Cell structure design processes explained:

www.betacodex.org/node/389
www.betacodex.org/node/390

BetaCodex Transformation case studies accompanied by network associates:

www.betacodex.org/node/392
www.betacodex.org/node/393