In the complex and volatile context we face today, change is no longer episodic but continuous. Therefore we can no longer afford to treat it like a project to be managed. We need to find ways of enabling change resilience throughout our organisations; in effect, creating enabling and responsive environments that can naturally evolve when needed.
Change is the lifeblood of modern organisation, yet seemingly neverending and rapid change have left many leaders and teams at a loss as to how to handle it. From a strategic point of view, in order to remain relevant, many organisations have made strategic choices that though necessary, require radical transformations in how people think and behave. An example we are encountering in multiple client organisations is a strategic shift from a focus on product, to a focus on the client (mostly referred to as client centricity). This shift introduces massive complexities into already complex environments. Decision-making often grinds to a halt, because role clarity and lines of authority become “blurred” as no one person owns the customer value chain anymore. Incentive and performance management structures must change in order to foster greater collaboration.
Often these changes require people to “unlearn” old mindsets; for example what it takes to be successful (e.g. individual performance vs effective collaboration). In this environment traditional, often linear approaches to change are no longer sufficient. Approaching change like a linear project often creates or re-enforces negative perceptions about change and over time leads to a breakdown in trust between the organisation and it’s employees.
We have developed a unique Adaptive Change Framework, a set of principles that we use to enable leaders and change practitioners to fundamentally shift how they think about and approach change organisations.
We enable them to:
- make sense of their context using the Cynefin Sense-making framework (described in the award winning Harvard Business Review article by Boone & Snowden, 2009)
- understand which change methodologies are applicable in which contexts
- deal with the non-linear nature of change in complex interdependent organisations where a small seemingly insignificant shift in one area can cause disproportionately big unintended consequences in another.
- create enabling environments where new practices can emerge from the context, rather than mandating one-size-fits-all solutions that might not fit the context.
- use narrative to map the current landscape and monitor the impact of change interventions
- make change simply part of the everyday fabric of the organisation, not something that needs to be actively managed
- create environments where people aren’t afraid of experimentation
- enable de-centralised and rapid decision-making to increase agility
- learn and adapt while moving forward and co-creating the change; or in narrative terms co-authoring the new story.
We don’t believe in a one-size-fits-all approach, so while have a change framework and methodology, we co-create every intervention to fit the client’s unique context. Contact us today for a free consultation.