In this follow-on blog, we share with you some of the questions that should arise when embarking on your own business transformation: a practical “cut-out-and-keep” guide to creating your framework, again written by Rose Padfield from the Padfield Partnership.
Your starting point should be: “What level of change are we dealing with?”
What is the scale and complexity of what you want to achieve? This will help you think about how to first approach your business transformation framework. The diagram below should give you an idea of the different levels of change:
If we look at the final box – Transformation Programme – you can see that this has the highest degree of uncertainty and complexity. As such, it will require a co-creative style of leadership. In this style, the leader acts more as a catalyst; someone who can hold different viewpoints with a belief that through that will come a path forward. A catalytic leader knows he/she cannot have all the answers – it’s simply too big for that – and it’s only by engaging the expertise and creativity of everyone to work in an iterative manner, that the result has a chance of being realised. The main reason large scale transformation fails is because there’s too much focus on the systems or processes, and not enough on people or change leadership.
Download the "Supporting your businesses going through change" eBook to see the client side adviser approach.
What other factors should you consider?
Once you understand the size of the change, some other areas of exploration are:
How are things done? What works and what doesn’t as you consider this change?
These could include:
2. What is your history of leading change?
Where have you been successful, and what was true? Where have you failed, and what was true? Having an idea of what works and what doesn’t – and focusing on what has worked – will enable you to design a business transformation framework that builds on this.
3. What communication channels do you use within your organisation?
Regular and reliable communication is a key factor of your success, and needs to be designed into your framework. It needs to help employees to feel engaged, and demonstrate the organisation’s higher purpose. It should engage employees more than profit does.
How will you track milestones, celebrate progress, course correct when necessary, and build new habits into day to day working? When things don’t go according to plan, how will you learn from these obstacles in a positive way?
This is often the hardest part! When designing your framework, ask yourself:
Peter Senge, well-known author of “Dance of Change”, highlights the three main reasons why change efforts fail. I’ve outlined them below with some suggestions on how to avoid these pitfalls:
Your answers to the above should give an indication of what your own framework needs to look like, and which parties to involve in shaping the implementation plan.
To read more on this, you can click here for a link to a previous blog, showing the structure of the framework that was created for a major UK employer.
Rose Padfield is an Organisational Design Consultant, Coach and Coach Supervisor with 20 years’ experience in organisation, team and individual development, within a UK, European and global context. She has just won an award from the Association for Business Psychology for excellence in change management, based on this work. The category required her to demonstrate the use of psychology in business within a change management context, and to be able to tangibly evaluate the results - there were many nominations so it’s a win to be proud of!