Some Principles for
Organisational Change
Some Principles for
Management Development
Some Principles for
Strategy Development
Johan Strümpfer
© Johan P Strümpfer, 2006-2007.
www.strumpfer.com
Dimensions for Business
Improvement Interventions
•
•
•
•
Strategy
Leadership
Communication
[Organisational change]
• >>> Business improvement
(organisational interventions) HAS to
address all of these simultaneously to
achieve sustainable and practical results.
Single and Double loop learning
(Based on Argyris)
Changes beliefs,
World views,
Paradigm,
Theory in Practice,
Mental Models
Action
Decided
Action
Taken
Outcome
Single Loop Learning
Gap
Double Loop Learning
Deep Learning
Process
Shallow Learning
Process
Desired
Outcome
Deep Learning Processes:
Concern
Reflection
Question
Expectation
Test
Adapted form Handy’s Learning Wheel
Theory/Answer
EG UJ:
Organisational Integration
&cultural transformation
How to integrate the people?
Question
Concern
Alignment &
identification
Reflection
Expectation
What worked?
Not worked?
Why?
Theory/Answer
Organisational Change
Framework –cf eg.
Test
People focussed rollout processes
Organisational Change Framework
Need for Change
Cement the New
Vision
Building Alignment
Empower Action
Change Task Force
Create Wins
Increase the Pace
(Strumpfer/ Kotter)
Topic of the
Action learning
•Is this the right topic?
•Alignment?
•“Solutions prohibited”
•Values & beliefs
Organisational Integration
&cultural transformation
How to integrate the people?
Question
Concern
Alignment &
identification
Reflection
Expectation
What worked?
Not worked?
Why?
Theory/Answer
Organisational Change
Framework –cf eg.
Test
People focussed rollout processes
Solutions, Strategies & Experts
• There is nothing as
problematic as
solutions
(Argyris & Schön,1967)
• The Berkeley
experiments
Solutions
WHAT IS THIS?
With thanks to G de Wet
9
WHAT IS THIS?
10
WHAT IS THIS?
11
WHAT IS THIS?
12
WHAT ARE THESE?
IMAGES
MODELS
13
Multiple Perspective Exploration
• Viewpoints
• Viewpoint definitions
• Prioritisation of outcomes ( with causal
logic)
• Activity models
• Build consensus on action
For each stakeholder....
How would THEY answer...
1.
2.
3.
4.
5.
6.
7.
8.
9.
What is the input, output and transformation?
Who is the beneficiary (client/customer)?
Who are the actors in the transformation?
Who are the owners of the transformation?
Who are the decision makers of the process?
Why is this transformation assumed to be
meaningful? (What assumptions underlie this
perspective?)
What is the purpose of this transformation?
What are its measures of performance?
What environmental factors impact directly on this
transformation? (Constraints)
Multiple views
“Human Systems are Different”
People systems are purposeful
People systems are interpretative
• Technical perspective
• Organisational perspective
• Individual perspective
16
Practical Steps
• Phase 1: Determine topics of the leadership
development program:
Consensus building through the multiple perspective
exploration:
–
–
–
–
Interviews
Build basic set of perspectives on what is required
Share & debate perspectives
Arrive at core set of required “projects” (= topics of the action
learning)
• Phase 2: Roll-out the action organisation wide:
Drive the projects as an action learning process involving
the “executive” (“30”)
– Projects will touch the wider organisation in terms of
transformation & integration related projects as determined in
Phase 1
Phase 2: Organisational Change
Management
• Assumption: Perspectives exploration surfaces aspects
of organisational change management to implement.
• Examples: Strategic repositioning, organisational culture
shift, values & culture integration, vision development
and buy-in, organisational structure change.
• Projects: Projects are formed around each of the
chosen topics.
– NB: Projects are “Collaborative Projects” (to be discussed)
aimed at building consensus, alignment and commitment
through conversation design.
Conversation Design
Basic conversation template
Me/You
Context
Setting
Decide
Implications for
Action
Choice of
Framework*
Conclusions
They
*More later
Question(s)
To drive
Conversation
Debate
Process Design
C
A
F
C
C
F
A
C
Q
Q
C
F
A
C
D
C
F
A
C
C
F
A
C
Q
D
Q
D
C
F
A
C
Q
D
D
Q
D
Conversation Systems View
•
•
•
•
Multiple simultaneous interlinked conversations
Conversations give meaning to words
“The words we use is the world we live in”
Conversations build the agreement and
commitments required for action
• Conversations yield the alignment we need
• Free-flowing conversations create space for
creative insights and ideas to surface
Examples of Conversation
Design
Remaining Slides are real world
reference examples & for
illustrative discussion if required.
CEO
conversation
Future Shaping Forces &
Strategic Choices: Tentative
W/s 1
Strategic
Choices
W/s 2
Change
Thrusts
W/s 3
Implemen
tation
Exco Strategy Process
Env
Scan
Env
Scan
Env
Scan
Strategy Task Group
Environmental Scan
Future
Shaping
Forces &
Strategic
Choices
Strategic
Choices
Identified
&
Decided
(some)
Key
Strategic
change
thrusts
CEO
conversation
W/s 1
Strategic
Choices
W/s 2
Change
Thrusts
W/s 3
Implemen
tation
Exco Strategy Process
Env
Scan
Env
Scan
Env
Scan
Strategy Group
Environmental Scan
Three Inter-linked
& synchronised
Strategic Conversations
Additional ones:
Cluster Strategy Conversations
Staff (Top 500)
Cluster groups
Creates shared
view of
requirements
<Your
Organisation>
Future Direction
Conversation
Process
Design
Decision Support to
MD
Decision Facilitation for
Exco
Interaction with Board
Cluster Exco Input &
Implementation
Improves
quality of and
confidence in
vision
Builds shared map of
future for successful
transformation
Creates fundamental
support for future
direction with Board
They
provide
detailed
input to
map and
share in
map
Process Overview
•Trends
Inq: Future & Future
Bus Environement •FSF
•FBE
Task Group
Initiatives
Suggestions
30/Jun
•Scenarios
GoodCo 2010 (Drive Initiatives)
•Videos
Change Governance & Support
Feedback &
Progress
Monitoring
Apply CMF *
Inter
action
with
Board
&
EXCO
Inter
action
with
wider
GoodCo
Exco
5/3
Mang. Conf
Exco
Session
pre Strat
Session
19-20 Apr
Exco &
Board Strat
Session
4 - 15/4
Mar/Apr
Results
Engagement Events
Communication
• Vision
Confirmation
• Strategic
Choices
• Initiatives List:
Approved /
Investigate /
Rejects
Apr - May
Guardian Interact
Sessions
May - Jun
Workplace Roll-Out*
Jul - Sep
Theme Specific
Roll-Out *
• BU
Planning
• Budget
• B. Score
card
Task Group
•Trends
Inq: Future & Future
Bus Environement •FSF
30/Jun
Initiatives
Suggestions
•FBE
•Scenarios
GoodCo 2010 (Drive Initiatives)
•Videos
Change Governance & Support
Apply CMF *
• Vision
Confirmation
Inter
action
with
Board
&
EXCO
Exco
19-20 Apr
Exco &
Board Strat
Session
• Strategic
Choices
against
Balanced
Scorecard
• Initiatives List:
Approved /
Investigate /
Rejects
5/3
Mang. Conf
Inter
action
with
wider
GoodCo
Exco
Session
pre strat
session
• Introduce
& share
possible
futures
• Open the
debate on
the need
for change
• Open
debate on
prefered
course of
action
4 - 15/4
Results
Communication Engagement Events
•Exco & HR
Driven
•Line
Management
involvement
•Video Based
Feedback
• 5 Large group
sessions targetting
750 people (+/- 30%)
representative groups
• Present &
communicate a vision
• Participatively identify
strategic initiatives for
GoodCo
success(vision)
• ID Specific required
actions
Feedback &
Progress
Monitoring of BU
Plans
Apr - May
Guardian Interact
Sessions
• All staff /
countrywide
• Exco Driven,
TG 2010
support
• Vision
communication
• Future Process
communication *
New
Initiatives
May - Jun
Workplace Roll-Out*
• For identified BU’s and
work gourps *
• Leadership preparation
and support on initiative
roll-out / planning
• Initiative specific
implpementation
planning using 7S model
to explore impact
• More detailed actions
per initiatives
• BU plan input /content
Jul - Sep
Theme Specific
Roll-Out *
• For 7S themes:
Roll-out /
paticipative
sessions
• For theme:
Intergration &
coordination
• Theme task ops
representative
work groups
• Output: Company
wide Theme
action plans
Budgetting
Management Conference – GoodCo’s Performance
MUCH better
performance.
Realistic & very
credible high
achievement
scenarios for
GoodCo.
Celebrating this
at Management
Conference.
“High”
CEO: Current
Performance &
how we got
here.
FAIL
Realistic & very credible
failure scenarios for
GoodCo.
Then
“Short”
Term
FUTURE
Now
What we
did / did not
do?
Current
Situation
2010
Possible
Future
GoodCo
Fail
GoodCo
Really
GoodCo
Succesful
New
What we
did do to
get here?
Environments
Planning Process
Strategies &
Action Plans
Appreciate
Current
Situation
Participation
Current
Future
Scenarios
Enterprise
Design
Desired
Future
30
Conversation Design
considerations:
•
•
•
•
•
•
Keep the conversation alive
Focus the conversation on the right things
Keep the interest up
Keep the topic and angle fresh
Keep it meaningful
Keep the conversation relevant to the concerns
of the day (Practical relevance)
– Eh…, how?
Limitation
on extent
of framework
change
Corporate
mind
shift
Rethink
Mental
Framework
Rethink action
within existing
mental
framework
Action
results
Practical
Gap
Individual
Expectations
Current
corporate
culture
Openness
to change of
corporate
mind
Determine
action
Level of surprise
Size of gap,
Magnitude of
negative impact
Number and
extent of
surprises
corporate mind
registers