Page 353 - Managing Change in Organizations

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Chapter 18 ■ Strategic convergence: a new model for organization change
more immediate, not least decisions relating to both governance and the analysis
of consequences.
Similarly the change accelerator dimension derives from the quality of the
design of the programme of change. These are immediate decisions. Conversely,
change leadership and change culture are rather longer-term dimensions. The
central point here is that some of the dimensions examined can be developed by
decisions which can be made as part of the change programme design. In turn,
getting those immediate choices right will help with some of the longer-term
issues, for example getting change decisions right which have a high degree of
resonance throughout the organization concerned will be likely to ease the man-
agement of expectations and build a perception of informed choice.

Conclusion

In summary then, establishing comprehensive change architecture is a first step
when faced with ambitious change. Getting the immediate decisions right
should be the next priority. These will vary across organizations and change sit-
uations but certainly the resonance of change proposals, change accelerator deci-
sions and some aspects of leadership (for example the early briefing, training and
engagement of ‘early adopters’) are each capable of immediate decision and often
of local-level decision and action. Getting these ‘change levers’ understood and
actioned can then create a positive impact on some of the longer-term leadership
and culture issues. Does such an approach guarantee success? No, of course not,
but it does seek to equip those involved with a framework within which decisions
can be made, which will help. If, as a leader, I am told that to lead change suc-
cessfully I must change my leadership style then that feedback may be valid and
could help . . . but there is much that can and should be done immediately which
will help, and thereby help me to feel positive about leadership style change. All
too often managers go on a succession of leadership programmes without mov-
ing leadership forward because it is being viewed in isolation. Here we seek to
provide tools to help people to use change programmes as a real opportunity to

develop their own and others’ leadership.

Appendix: The change capability framework

Ambition
Our plans are ambitious compared to the past
Our plans are ambitious compared to those of our competitors
Our plans will meet the changes demanded by our customers
Our plans require us to acquire new skills
Our plans require us to deploy new technology
Our plans require that we expand the existing resource base

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