The Final Frontier in Organizational Transformation Projects
Written by Alvaro Buxens
After a short introduction to Rambøll Ptrick Fracyk and to PMI Denmark by Henrik Feld, Jonathan Gilbert took the scene and led the audience through a very motivating presentation and discussions on organizatorial change.
Technological Changes have been typically described by S-curves which had a start and end followed by a new one but typically not overlapping. Today we experience simultaneous S-Curves on top of each other, what Jonathan presents as a Supernova of technological changes.
Thomas presented how Organizations can find themselves in four operating contexts depending on the Outcome Predictability and the Environmental Certainty:
1) Simple Context
2) Complicated Context
3) Complex Context
4) Chaotic Context
He went in depth through each fo the contexts and presented examples, then asked the audience to place themselves in which context they felt they were working in and compared the results to the results obtained elsewhere. IT was clear that most work today within Complicated or Complex contexts.
Jonathan then moved to present the historical perspective to the Nature of Work and how it has changed from a past situation where 90% of the time was used in running the business while 10% was used in changing the business to the actual situation where only 30% of the time is used in running the business while 70% is used now to changing the business. An open question is how much of that 70% is effective change?
The final part of the presentation focused on the people and how they react to all the changes happening about them. One key question was raised by Jonathan; can people change at the same rate that things are changing around them? Changes is always complicated with people and require that the end users are engaged.
Jonathan introduced the audience to a model of how people change. The response of humans is fater in the emotional layer than the physical layer which is itself faster than the thinking layer.
- Adaptive and nimble
- Leverage influence
- Elevate creativity to innovation for the future
- Experimental
- Excellent at the core, speed at the edge
- Imcomplete data is not a barrier to making smart decisions
- How to cross the tranformation chasm:
- Acknowledge that the chasm exists
- Invest in people´s transformation toward a transformation mindset- the Adaptive Leader
- During the transformation initiatives, recognize that the changes will take longer than expected/desired
- Have a useful framework for a transformation midset
- There are three key elements in the Transformation Mindset:
- Percieving - reframing what you see
- Sensemaking - rewiring how you think
- Choreography - reconfiguring what you do