Are you looking for breakthroughs in leading complex change? Draw on Pat’s 45 years of research, award-winning thought leadership, and business transformation experience in some of the world’s most respected companies.
Not Change as Usual…
For McLagan change is not “Change.” Some changes may ruffle the culture but are relatively easy to implement. Others affect multiple groups and change your operating models – but it’s possible to guide them with project management methods . Others rattle the organization’s essence and identity and demand significant shifts in thinking and actions from everybody. Think about 4 types of change challenges:
- This is local change or simple work practice change that you can support with training, management coaching, and motivating communication.
- These are more complicated changes that alter relationships, require big skill shifts, and affect large parts of the enterprise Moreand how it will operate. There are often precedents and support is available from technology vendors and consultants (e.g., a CRM or ERP). There may be a clear destination, but this change requires some adaptation to your company’s unique requirements. Methods for T1 apply, but add complex project plans, lots of employee engagement, increased communication to keep end state visions alive, and more.
- There is a lot of uncertainty in this more complex T3 change. The full implications aren’t fully understood. So, management needs to Morequickly understand, assess impact as the change unfolds, and pivot when needed. T3 changes have few or no role models (e.g., the large-scale digitization occurring today). Advantage comes from adapting and creating change before others. People in the enterprise must become partners in the change – helping create or tweak it – raising issues when they arise and without fear.. T1 and T2 methods are part of the change arsenal, but it is the agility and resilience embedded in the change process itself that leads to wins.
- T4 transcends change programs, focusing on the ongoing change capacity of the enterprise and everyone in it. A mindset of More“change is normal” pervades. People everywhere self-manage and self-transform and are continually evolving with the enterprise. Leaders invest in creating and sustaining this change resilience as a core capability. The culture is self-critical but not punitive, open but also disciplined, supportive of experimentation as well as bottom line performance. The enterprise is alive, adapting, evolving without needing to be dragged into the future by external rewards or punishments or debilitated by a culture that isn’t evolving with the times.
- Posted by admin
- On August 22, 2020
Together, we are participating in time of change that is unique in history – faster, more complex. How we deal with it will shape the future.
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