The great recession was for many businesses a re-set. Greater regulation, budget restraints, customer expectations and exploding technology possibilities have caused many firms to question their operating models, their ongoing strategies, their customer interface, and in some cases their essential purpose.
This Organizational Transformation application guides a leadership team through the daunting dynamics of a complete re-framing of the business. Since transformation is different from “change management” it requires a deeper understanding of and alignment to the end state vision, a deeper commitment to new behaviors and mindsets, greater leadership focus, broader engagement of the employee base, and the installation of an ongoing internal change capability.
Many leaders say, “My team is really well-aligned. Our challenge is when we try to take things out to the broader organization that things break down.” Engaging broader segments of the organization is challenging. Most leadership teams engage an external resource to help them formulate a strategy and determine the best way to “sell” that to the employee base.
Organizational Diagnosis uses a broad segment of up to 25 colleagues and executive team members to identify what is stopping the business from being the best it can be. In just two to three days the group analyzes the gap between where you are and where you could be, and formulates plans to close the gap once and for all. Participants in the Organizational Diagnosis process become “agents for change” and help engage the entire employee base in the transformation effort.
Over time, a leadership team’s ability to engage in open, fruitful, innovative discussion can decline. Cliques form. New members perceive an “us/them” atmosphere. Legacy members become jaded about the team’s ability to implement changes and new ideas. The group can splinter into real factions that are no longer open to the others faction’s point of view.
Organizational Alignment is a process of re-creating the learning environment a new team feels when it first begins to formulate its purpose, mission, strategy, structure, etc. Through a series of all-day and part-day sessions over four to six months, the team is facilitated through a re-framing of its strategies, structures, accountability systems, operating model, and metrics. Organizational Alignment provides clarity, new thinking, and a clear sense that we are all in this together and will sink or swim accordingly.
Often following Organizational Diagnosis, Continuous Improvement specifically outfits the organization to constantly close the gap between where it is and where it wants to be. Most businesses form committees, boards, and other governance bodies to work across a structure. Some succeed. Most fail. With the right process in place “managing change” becomes an organizational forte.
Continuous Improvement solves the question of how we can do our day jobs and improve the organization as well. Over time, it activates a capability in all managers to assess needs, form teams when necessary and implement change. The process includes setting up Core Teams to make decisions and manage the work of Impact Teams who implement change. It includes training, facilitation as well as facilitator training to transfer capability to within the organization.