Techniques for Transformation (BetaCodex 01)

1. Make it real! TECHNIQUES FOR TRANSFORMATION ExploringthepracticalitiesofBetaCodexchangeinitiatives BetaCodexNetworkAssociates NielsPflaeging&GebhardBorck PresentationoriginallyheldbyNielsatBBRTEuropeMeetingNo.40,Oct2007 EditedasBetaCodexNetworkwhitepaperNo.1Mar2008,updatedNov2009 01

2. Underlyingassumptionsofourrecent managementmodeltransformationprojects 1.  Organizationsare“ “systems” ”.Sotheyhavetobetransformedassuch. Thus,financepeoplecannotdoitalone. (Andit'sactuallymuchmorefunapproachingchangeholistically.) 2.  Asystemicviewofthechangeprocess: don'tplantoofarahead–followtheenergy! 3.  “ “It´sallabouthumannature” ”. Apply“TheoryY”rigidly! 4.  Abolishingbudgetsis0,5%oftheproject (andnotthemostdifficultbit). Creatinganentrepreneurialdevolvednetworkiskeytothe“new”model.Which meanschanginghundredsorthousandsofmindsets. 5.  Peopleintheorganizationhavetodothisthemselves! Theroleofconsultantsandchangeexperts: giveadvice,don'tmakedecisionsorstart“implementing”fortheclient. 6.  Everyone'scommunicationstylesandbehaviourpatternsmustchange. Transformationthusrequires“people”specialists,coachingandsometraining. 7.  “ “Mature” ”casesandthemodelitselfarekeytomakingthevisionpalpable. Butitisequallynecessarytoapplymore“emotional”techniquesandmetaphors. 8.  “ “Community” ”isafoundationtosuccessfulimplementation,becauseit providesorientation–theBetaCodexNetworkisthecornerstoneofthiscommunity TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 2

3. UsingtheBBRTonlinediagnosticearly-on TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 3

4. KnowledgeTurnTables– reachingconsensuswithinlargegroups Listening& integrating Communicate directly M M Focusedlistening &documenting Focusedlistening &documenting 3 3 Givingfeedback 4 4 1 1 6 6 2 2 7 7 Givingfeedback 5 5 9 9 Communicate directly 8 8 M Focusedlistening &documenting Focusedlistening &documenting 7 8 •  Themethodcreatesaplayingfield withinwhichahighlyintensiveexchange amongtheparticipantscanbeachieved– inabsenceofanykindofhierarchy. •  Theparticipantsgenerateajointgroupknowledgeand understandingofthechosentopicsandparticipateactivelyto developnewknowledgeandconceptsforthefuture. 4 1 5 2 9 6 3 TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 4

5. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved CognosPerformance2007,Germany 5

6. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved CognosPerformance2007,Germany 6

7. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved CognosPerformance2007,Germany 7

8. OurIcebergIsMeltingbookandtools •  Notsomuchabook…butanorganizationalchange methodology (Kotter´s8-stepprocess) andapowerful metaphorwithwhicheveryoneinanorganizationcan relate. •  BasedonampleresearchandKottersotherbooks,such as“Leadingchange”,“Asenseofurgency”. •  Archetypesandscenesinthestoryhelptodealwithrisks andresistance,andtocreateacommonlanguagewithin theguidingcoalition. •  Canserveasabasisforinternalcommunicationand “initiativebranding” •  Relatedtoolshelpleadingtheprocessandallowfor “measuringtheprocesstemperature” •  … TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 8

9. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved ParadigmaLeadershipWorkshop,Apr2007 9

10. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved LogoplasteLeadershipWorkshop,Mar2007 10

11. ThisisAlice TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved LogoplasteLeadershipWorkshop,Mar2007 11

12. AndthisisAlice,too. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved RenéReinhold,Paradigma,Oct2007 12

13. ChoosinganameforyourBeyondBudgetinginitiative– 2examples Logoplaste,Brazil Paradigmagroup,Germany FIRE FIRE Decentralize–Lead-Grow PreparingLogoplasteforgrowth Flexible-respondingadaptivelytomarketdemands Integrated-allinvolvingallorganizationmembers Respectful-indealingwithpeopleandenvironment Erfolgreich(successful)-asanorganizationandas individuals TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 13

14. Applyinga“ “DoubleHelix” ”changeprocessframeworkwithin transformational” ”BeyondBudgeting“ “changeinitiatives •  Changestructure •  Changemanagementprocesses •  Alignprojectsanddecisionprocesseswith12principles andthevaluesdefinedinthecaseforchange Organizational changeprocess 2.NeutralZone 3.Beginning 1. 2. Pull 3. 4. Createa senseof urgency 5. 6. Develop change visionand strategy 7. Don't let up! Communi- catefor under- standing andbuy-in 8. Empower allothers toact Produce short-term wins togethera guiding coalition Create anew culture 1. Ending •  Writethecaseforchange •  Buildawarenessthroughselectiveaction (e.g. abolishingbudgets) •  Winheartsandminds,trainforempowering leadershipstylesandmoretransparency Individual changeprocess TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 14

15. Thisprocessissystemicandnotlike“projectmanagement“, butitcanbeguidedand“temperature“canbetakenatanytime Statusoftheproject 1. 2. 3. 4. 5. 6. 7. Createa senseof urgency Pulltogethera guiding coalition Develop changevision andstrategy Communicate forunderstan- dingand buy-in Empowerall others toact Produce short-term wins Don´t letup Phasein% 1.  Thereisastrongguidingcoalitionthatsustainsthetransformation. 2.  Allovertheorganisation,“profoundchange“isconsideredanissue. 3.  Differentgroupsintheorganisation (taskforces) alreadyworkonspecificchanges. TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 15

16. Usingmetaphorsandmodelstochallengethinking “ “Thepyramidversusthepeach” ” Periphery Center Decision Information Command Centralistcommandand control“ “collapses“ “in increasinglycomplex environments Impulse Reaction TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 16

17. 2.WasmeinenwirbeiParadigma,wenn wirvonBeyondBudgetingsprechen? TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 17

18. 2.WasmeinenwirbeiParadigma,wenn wirvonBeyondBudgetingsprechen? TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 18

19. Committingtoaclearcaseforchange •  Writingthe“manifesto“ ?  Seriesof1-or2-day workshopswithateamof6-10 people (topteamispart) ?  Documentcontains25-35pages ?  Maytake3-6monthstowrite •  Approval ?  Topmanagementteam andboardapprove“business model“and“values“ ?  Leadsto“version1.00“ •  Communication ?  Discussingandrevisingthedraftversionwithallmembersoftheorganization ?  “Twinmeetings”+workshops+othercommunicationplatformsfordiscussion ?  Workshopsonvalues ?  … TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 19

20. Twinmeetings– multi-facetedlearningforums •  Whenempoweringallpeople withintheorganizationtoact… •  Let'snotdoittheusualway, conveningeveryone,making grandpromises,incommand andcontrolstyle! Thealternative: •  Twomanagersfromtheguiding coalition (the“twins“) offera meetingforopendiscussion,fornomorethan12participants.Participantssignup voluntarily.Whenthelistof12isfull,thenit'sfull. •  Themeetingislimitedto2hoursduration,itistotallyopenwithregardstotopics. Anythingcanbesaid. •  The2moderatorsarefromtwodifferentareasfromtheorganization.Theyshould “present“aslittleaspossible •  Atthebeginning,oneofthe2shouldalwaysbeadirector •  Anunlimitedamountoftwinmeetingscanbeheld… TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 20

21. Socialnetworkingportalsasplatformsfordiscussion, internalnetworkingand“empoweredaction” •  Examplesxingoryammer-online communitiesforprofessional networkingandnetworked communication,millionsofusers world-wide •  Platformoffersexcellent functionalitiesfornetworked communication („Groups“) •  Cheaporevenfreeserviceofthe platform •  Documentedandhierarchy-free interaction TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 21

22. Thereareliterallydozensofprovenchange-enablingtoolsand techniquesthatmaketransformationwork… 1.  2.  3.  4.  5.  6.  7.  8.  BBRTDiagnostic,OrganizeforComplexitybook,papers,videosetc.–inearlieststages OurIcebergIsMeltingbookandtools RapidBusinessConferencegroupmethod DoubleHelixchangeprocessframeworkbasedonKotter/Bridges Metaphorsand3-Dsculpturesofthemodel CaseforChangewriting Socialnetworkingforumsascommunicationandworkplatforms Twinmeetings–multi-facetedlearningforums Otherconcepts: 1.  Changeprocessflowtoachievetopmanagementbuy-in (involvingboardandowners) 2.  Communicationtoolsandchannels 3.  Changetachometer 4.  Leadershipdevelopmentworkshopseries 5.  Knowledgeconferenceforbroad-basedkickoff 6.  … TechniquesforTransformation ©NielsPflaeging&GebhardBorck–Allrightsreserved 22

23. TheBetaCodexNetworkwhitepapers-sofar Special   Edi+on   Special   Edi+on   FindallBetaCodexNetworkwhitepapersonwww.betacodex.org/papersandonSlideshare. Whitepaper–The3StructuresofanOrganization ©BetaCodexNetwork–Allrightsreserved 25

24. The“OrganizeforComplexity”book Paperbackedition Deluxeedition (withbonuschapter) www.organizeforcomplexity.com

25. Make it real! ValéryaCarvalho mvaleriacarv@gmail.com LinkedIn SãoPaulo NielsPflaeging contact@nielspflaeging.com nielspflaeging.com NewYork,Wiesbaden SilkeHermann silke.hermann@nsights-group.de insights-group.de Wiesbaden,Berlin,NewYork LarsVollmer me@lars-vollmer.com lars-vollmer.com Hannover,Stuttgart betacodex.org GetintouchwithusformoreinformationaboutleadingBetaCodextransformation, andaskusforakeynoteoraworkshopproposal.