Tools & techniques for transformation

Find here some introductory information about practical tools to use within a BetaCodex transformation. All tools have been developed within the BetaCodex Network and are or have been used by Network Associates during transformation projects. Each tool description includes a link to the Double Helix Transfromation Framework.

Online Diagnostic
When to use it: in earliest stages

The forthcoming BBTN Online Diagnostic allows your organizations to benchmark your current leadership model against the Beyond-Budgeting-Model and to create a first case for change. The Online Diagnostic can be used individually as also within workshops with up to xxx users. Within workshops sessions, aggregated reports can also be created additionally to the individual user reports.

Our Iceberg Is Melting book and tools
When to use it: in earliest stages

In 2006, Harvard professor John Kotter and Holger Rathgeber wrote the book ”Our Iceberg is Melting”. In this parable, the authors tell the story of a penguin colony living in antartica that undergoes profound change. In a succinct way, the story teaches us how to successfully lead organizational change.
"Our iceberg is melting", in the context of BetaCodex Transformation, is not so much a book - but an organizational change methodology (Kotter´s 8-step process) and a powerful metaphor with which everyone in an organization can relate. Archetypes, phases, and situations in the story help to deal with risks and resistance, and to create a common language within the guiding coalition.

The tools derived from story and method can serve as a basis for “initiative branding”, process “temperature measurement”,initiative/task force management, confronting resistance, and internal communication.

Official home pages: English: <A HREF=""></A>. German: <A HREF=""></A>.
Available book versions. English: "Our Iceberg is melting". German: "Das Pinguin Prinzip." Spanish: "Nuestro tempano se derrite". Portuguese: "Nosso Iceberg Está Derretendo". French: "Alerte sur la banquise ! : Réussir le changement dans n'importe quelles conditions". Italian: "Il Nostro Iceberg si sta Sciogliendo". Russian: "Наш айсберг тает, или Как добиться результата в условиях изменений". 日本語 / Japanese: "カモメになったペンギン (単行本)". Chinese: "冰山在融化".

Metaphors and 3-D sculptures of the model
When to use it: in earliest stages

Case for Change writing
When to use it: in earliest stages

The case for change is a central document for any transformation process, a document that contains e.g.

  • The urgency for change (or: “Why we need to change now!”)
  • Our vision for change incl. Theory Y assumptions about human nature and the Beyond-Budgeting-Principles(or: “What do we want to be”)
  • The business model and values that are consistent with the company (or: “What will guide us as a firm and as people”)
  • The strategy for change(or: “What will we do”/“How will we get there”)
  • What will we do so that we will not fall back into the old model and so that the model continues to remain on the minds of people? (or: “How can we guarantee that this will work?”)
  • Final comments: What do we get out of this?

The case for change is written in a series of 1- or 2-day workshops with a team of 6-10 people (top team and employee representatives are part) and contains about 25-35 pages. The case for change may take 3-6 months to write.
The top management team and board approves “business model“ and “values“. This first approval leads to the draft version “version 1.00“. Then, this first draft version is discussed and revised with all members of the organization.
For communication of the case for change, Twin meetings, workshops and other communication platforms for discussion are used.

BetaCodex Network portal forums as communication and work platforms
When to use it: in earliest stages

Online forums based on online social networking platforms can be used during a BetaCodex Transformation as platforms for discussion, internal networking and “empowered action”.

  • XING ( is an online community for professional networking and networked communication, 4 mio. users world-wide
  • Platform offers excellent functionalities for networked communication („Groups“)
  • Cheap or even free service of the platform
  • Documented and hierarchy-free interaction

Communication tools and channels
When to use it: in earliest stages

Change tachometer
When to use it: in earliest stages

Rapid Business Conference group method
When to use it: in earliest stages

The Rapid Business Conference group method is a catalyst for communication processes. The central idea is that larger groups with at least 9 persons communicate efficient and effective.
The participants are assigned to specific tasks within different communication rounds so that an interactive communication exchange is initiated in a special procedure. Discussions, experience exchange, knowledge and opinios are the focus of this technique for transformation.
Within several discussion rounds participants change their position within the conference, so that every one from different positions actively can follow the discussion, instead of only communicating.

  • The technique iself creates a playing field within which a highly intensive exchange among the participants can be achieved – in absence of any kind of hierarchy.
  • Within a Rapid Business Conference exchanged contents are documented and therefore are not lost.
  • A Rapid Business Conference fosters group building.
  • The participants generate a joint group knowledge and understanding of the chosen topics and participate actively to develop new knowledge and concepts for the future.

Knowledge Conferences
When to use it: for broad-based kick-off in earliest stages

Double Helix Transformation Framework
When to use it: in earliest stages

Measuring the process temperature, at all times, in terms of individual and organizational change.

Twin meetings
When to use it: as multi-faceted learning forums, in earliest stages

  • When empowering all people within the organization to act…
  • Let's not do it the usual way, convening everyone, making grand promises, in command and control style!

The alternative:

  • Two members from the guiding coalition (the “twins“) offer a meeting for open discussion, for no more than 12 participants. Participants sign up voluntarily. When the list of 12 is full, then it's full.
  • The meeting is limited to 2 hours duration, it is totally open with regards to topics.
    Anything can be said.
  • The 2 moderators are from two different areas from the organization. They should “present“ as little as possible
  • At the beginning, one of the 2 should always be a director
  • An unlimited amount of twin meetings can be held…

Change process flow
When to use it: in earliest stages
to achieve top management buy-in (involving board and owners

Leadership development workshop series
When to use it: in earliest stages

Cell structure design workshops
When to use it: in earliest stages

Within the cell structure workshops your organization will develop the new organizational design of a networked cell structure.

You will apply “functional integration” – as opposed to functional division, practiced by tayloristic organizations. This sounds easier as it is: Because our brains are astonishingly hardwired into the notion of functional division. You may notice that forther on.

You will create a structure in which there is control in the forms of transparency, “market pull”, self-control, and peer pressure – as opposed to control through hierachy ad management staff. Cells themselves are accountable for results – not managers managing the team externally, or managers within the cell. This requires, first and foremost, a massive change in thinking.

You will build individual cells that consist of permanent teams, of (temporary) project teams, or of ad-hoc and voluntary task forces. Though not at all common in traditional, functionally divided command and control organizations, teams based on voluntary participation can be highly effective and enthusiastic, as several of our case studies show.
Phase 1 – Speaking a common language
Phase 2 - Recognize & describe current situation
Phase 3 – Think and describe networked cell structure