|SiteNav||SitNav (0)||SitNav (1)||SitNav (2)||SitNav (3)||SitNav (4)||SitNav (5)||SitNav (6)||SitNav (7)||SitNav (8)|
|Date: 2022-06-30 Page is: DBtxt001.php txt00008593|
Peter Burgess commented on Change Not Orchestrated From the Top ?
I was responsible for a lot of change during my corporate career. The success rate we achieved was way better than is typically reported. I attribute this to my use of MIS (management information systems) to align the change that was needed with the measures that we made. This work was done a long time ago when MIS technology was relatively crude ... but even so by carefully choosing what we measured we were able to guide the change along the course that was required. Substantial change was obtained in relatively little time.
Fast forward to some of my work in the international development arena with the World Bank, the UN and others. These organizations have little or no understanding of MIS ... not even in its most rudimentary form ... and it proved extremely difficult to get absolutely vital change to happen. Periodically these institutions change the way they talk about issues, but the underlying management methods remain out of date and ineffective.
In my view it is sad that society as a whole is unable to change in ways that would be good for the health of people, society, the economy and the planet. I argue that the changes needed can come about quite rapidly as soon as we figure out how to measure all the things that are really important. In general the media, advertising, business news and so on are serving to push everything in wrong directions ... but there may be light at the end of the tunnel. More and more people and organizations with an interest in metrics are working on ways to do metrics in ways that will work ... it has been a long time coming but maybe soon there will be metrics that really help.
Peter Burgess less…
Build a change platform, not a change program
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top.
Transformational-change initiatives have a dismal track record. In 1996, Harvard Business School professor John Kotter claimed that nearly 70 percent of large-scale change programs didn’t meet their goals,1 and virtually every survey since has shown similar results. Why is change so confounding? We don’t think the issue lies with an understanding of its building blocks—Kotter’s classic eight-step change-management model is still a helpful guide. The problem lies in beliefs about who is responsible for launching change and how change is implemented.
The reality is that today’s organizations were simply never designed to change proactively and deeply—they were built for discipline and efficiency, enforced through hierarchy and routinization. As a result, there’s a mismatch between the pace of change in the external environment and the fastest possible pace of change at most organizations. If it were otherwise, we wouldn’t see so many incumbents struggling to intercept the future.
In most organizations, change is regarded as an episodic interruption of the status quo, something initiated and managed from the top. The power to initiate strategic change is concentrated there, and every change program must be endorsed, scripted, and piloted before launch. Transformational change,2 when it does happen, is typically belated and convulsive—and often commences only after a “regime change.” What’s needed is a real-time, socially constructed approach to change, so that the leader’s job isn’t to design a change program but to build a change platform—one that allows anyone to initiate change, recruit confederates, suggest solutions, and launch experiments.
The problem with change management
Three intertwined assumptions limit the efficacy of the traditional model of change:
Reimagining the model for change
Management literature is rich with case studies of bottom-up, spontaneous change and of product and business innovation sparked by the efforts of frontline activists.3 Inspiring as such stories are, however, few of these efforts effect systemic change across an entire organization. Internal activism and small wins don’t easily scale. Neither do they address the core management systems, processes, and cultural norms that dictate how large organizations run.
The challenge is to tackle deep change for tough systemic issues in a way that avoids the pitfalls of traditional change programs. Put another way: how do you create platforms for sustained company-wide conversations that can amplify weak signals and support the complex problem solving needed to address core management challenges?
We believe that three shifts in approach are necessary:
Change platforms take advantage of social technologies that make large-scale collaboration easy and effective. But they are qualitatively different from the idea wikis and social networks commonly used today. The difference isn’t primarily about specific features; rather, it’s in the encouragement individuals are given to use the platform to drive deep change. Specifically, effective change platforms:
Guiding a process of socially constructed change is neither quick nor easy—but it is possible and effective. The biggest obstacles to creating robust change platforms aren’t technical. The challenge lies in shifting the role of the executive from change agent in chief to change enabler in chief. This means devoting leadership attention to the creation of an environment where deep, proactive change can happen anywhere—and at any time—and inspiring the entire organization to swarm the most pressing issues.
Change leaders from the NHS, Cemex, and several other organizations will discuss the challenge of “changing how we change,” at the 2014 MIX Mashup, in New York, from November 18 to November 20.
To learn more, visit mixmashup.org.
About the authors
Gary Hamel is Visiting Professor of Strategic and International Management at the London Business School. He cofounded the Management Innovation eXchange (MIX) with Michele Zanini, who serves as its managing director.
by Gary Hamel and Michele Zanini
|The text being discussed is available at |
Blog Counters Reset to zero January 20, 2015
|TrueValueMetrics (TVM) is an Open Source / Open Knowledge initiative. It has been funded by family and friends. TVM is a 'big idea' that has the potential to be a game changer. The goal is for it to remain an open access initiative.|
|WE WANT TO MAINTAIN AN OPEN KNOWLEDGE MODEL||A MODEST DONATION WILL HELP MAKE THAT HAPPEN|
The information on this website may only be used for socio-enviro-economic performance analysis, education and limited low profit purposes
Copyright © 2005-2021 Peter Burgess. All rights reserved.