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The Double Helix Transformation Framework for BetaCodex transformation and profound change (BetaCodex02)

Change methodology by the BetaCodex Network, for transformation of organizational models

NielsPflaeging
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The Double Helix Transformation Framework for BetaCodex transformation and profound change (BetaCodex02)

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  1. Make it real! THEDOUBLEHELIX TRANSFORMATION FRAMEWORK forBetaCodextransformationandprofoundchange 02 BetaCodexNetworkAssociates NielsPflaeging&GebhardBorck Whitepaper,February2008,revisedDecember2011

  2. Gettingfromthenowobsoletetayloristicmodel (“ “Alpha” ”) tothe emerging“ “Beta” ”organizationrequirestransformation Decentralized network, “ “Senseand respond“ “ Centralized hierarchy, “ “Commandand control“ “ Transformationof: •  Leadershipprinciples •  Performance managementprinciples •  Values,systems,culture •  Businessmodels •  ... Relative performance contracts strategy Fixed performance contracts Dynamic coordination Dynamic, continuous processes Fixed,annual processes control

  3. TherearequiteafewpioneersofBetaCodexleadership… Industry Retail Services Governmentsand NGOs

  4. Afewofthemhavealsoundergonefulltransformationoftheir organizationmodels,fromtheAlphacodextotheBetacodex Selectedpioneersofthemodel… Inthe1970s Inthe1950s Inthe1990s Inthe1990s Inthe1980s Inthe1990s Pioneersthatwentthrough“ “transformation” ”

  5. Principlesfirst:Underlyingassumptionsforfulltransformation, basedonthelawsoftheBetaCodex •  Organizationsare“ “systems” ”.Sotheyhavetobetransformedassuch. Thus,financepeoplecannotdoitalone. (Andit'sactuallymuchmorefunapproachingchangeholistically.) •  Asystemicviewofthechangeprocess: don'tplantoofarahead–followtheenergy! •  “ “It'sallabouthumannature” ”. Apply“TheoryY”rigidly! •  Abolishingerraticperformancemanagementtools (suchasbudgeting) isjust 0,5%oftheproject (andnotthedifficultbit).Creatinganentrepreneurial,devolved networkiskeytothe“new”model.Whichmeanschanging100sor1000sofminds. •  Peopleintheorganizationhavetodothisthemselves! Theroleofconsultantsandchangeexperts: giveadvice,don'tmakedecisionsorstart“implementing”fortheclient. •  Everyone'scommunicationstylesandbehaviorpatternsmustchange. Transformationthusrequires“people”specialists,coachingandsometraining. •  “ “Mature” ”casesandthemodelitselfarekeytomakingthevisionpalpable. Butitisequallynecessarytoapplymore“emotional”techniquesandmetaphors. •  “ “Community” ”isafoundationtosuccessfulimplementation,becauseitprovides orientation–theBetaCodexNetworkisthecornerstoneofthiscommunity

  6. Thechangechallenge:A“ “leadershipmodel” ”transformation requiresafittingchangeprocessframework Decentralized network, “ “Senseand respond“ “ Centralized hierarchy, “ “Commandand control“ “ Onlyachange philosophythatis coherentwiththenew modelcangetyou there! Relative performance contracts strategy Fixed performance contracts Dynamic coordination Dynamic, continuous processes Fixed,annual processes control

  7. StringNo.1ofthe“ “DoubleHelix” ”transformationframework: Aprocessmodelfororganizationalchange Organizational changeprocess 1. Createa senseof urgency 2. Pull 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Createa newculture JohnKotter,aformerHBSprofessor,pre- sentedhischangemanagementmodelfirstin aHarvardBusinessReviewarticle,in1994, andtheninhisgroundbreakingbookLeading Change.Sincethen,heelaboratedonthat concept,publishingbooksonpracticalcases andtools,andalsoafableonchange. References

  8. Whatisbeingdonewheninthiskindofprocess? Twopracticalexamples •  CreateanarrayoflargerTaskForcesto changeorganizationalstructure, managementprocessesandbusiness processes •  Alignprojectsanddecisionprocesses with12principlesandthevaluesdefinedin thecaseforchange Organizational changeprocess 1. Createa senseof urgency 2. Pull 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Createa newculture •  Writethecaseforchange •  Buildawarenessthroughselectiveaction (e.g.abolishingbudgets) •  Winheartsandminds,trainfor empoweringleadershipstylesandmore transparency

  9. Forthisdimensionoftransformation,weusenotonlyKotter´s changeconcept,butalsoOurIcebergIsMeltingbookandtools •  Notsomuchabook…butmoreofanorganizationalchange methodology (“Kotter´s8-stepprocess”) andapowerful metaphorewithwhicheveryoneinanorganizationcanrelate. •  Archetypes,phases,andsituationsinthestoryhelptodeal withrisksandresistance,andtocreateacommonlanguage withintheguidingcoalition. •  Toolsderivedfromstoryandmethodcanserveasabasis for ?  “initiativebranding” ?  process“temperaturemeasurement” ?  initiative/taskforcemanagement ?  confrontingresistance ?  internalcommunication Reference

  10. 10 ParadigmaLeadershipWorkshop,Apr2007

  11. 11 LogoplasteLeadershipWorkshop,Mar2007

  12. EventhoughtheKotterprocessbyitselfiscoherentwith transformation,thisapproachalonecannotsuffice •  Theproblem:Aprocessmodelforchangingteamsortheorganization as a wholedoesn'tcopewiththefullchallengewearefacingintransforming fromcommandandcontrolto“beyondbudgeting”. •  Thereisanotherdimensiontochange.Onethatisnotrelatedtogroups ortheorganizationasasocialorganism,butthathastodowith each individual'stransformationjourney. •  Toachievetrueorganizationaltransformation,thus,another dimension,orhelixstring,hastobeaddedtotheframework.

  13. StringNo.2ofthe“ “doublehelix” ”transformationframework: aprocessmodelforpersonalchange Individual changeprocess 1. Ending 2.NeutralZone 3.Beginning Reference ConsultantWilliamBridgespublishedhislandmarkbookManaging Transitions backin1991.Hisconceptisbasedupontheobservation thatinordertochangeasapersonorstartsomethingnew,youhaveto gofirstthroughastageof“Ending”or“unloadingyourbaggage”, followedbyapaththroughtheso-called“NeutralZone”.

  14. Puttingthetransformation“ “doublehelix” ”approachtogether Individual changeprocess 2.NeutralZone 1. Ending 1. Createa senseof urgency 2. Pull 3.Beginning 3. Develop change visionand strategy togethera guiding coalition 4. 5. Communi- catefor under- standing andbuy-in Empower allothers toact 6. Produce short-term wins 7. Don't letup! 8. Organizational changeprocess Createa newculture Bycombiningoneconceptwiththeother,acompletelynewkindofchangeinitiative frameworkemerges:Oneinwhichthetwodifferentdimensionsofprofoundchange– organizationalandpersonal–areintertwinedandinseparable.Thedoublehelixframework allowsforafarricherandmore“realistic”perceptionofprofoundchangeprocesses.

  15. Transformationis“systemic“bynatureandthusdifferentfrom “projectmanagement“.Itcanbeledandguided,however... Statusoftheproject (“processtemperature“) 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.

  16. Threefull-fledgebetacodextransformations thatweguidedasadvisors–andhowtheywerebranded Logoplaste,Brazil Paradigmagroup,Germany BankAustriaRetail,Austria FIRE FIRE Vertrieb2.0 (“Sales2.0”) Decentralize–Lead-Grow PreparingLogoplasteforgrowth Flexible-responding adaptivelytomarketdemands Integrated-allinvolvingall organizationmembers Respectful-indealingwith peopleandenvironment Erfolgreich(successful)-asan organizationandasindividuals

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

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

  19. 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.

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