Transformation Planning...
In some organizations, the climate
for change only permits a well-focused improvement in just one of the
five organizational systems. A small success not only produces immediate
benefits, but also improves the climate for subsequent changes. If this
initial change is designed with the vision of a
Business-within-a-business (BWB) organization in mind, then it will be
compatible with future changes -- one step toward a consistent long-term
goal.
Other organizations are ripe for a
comprehensive transformation involving a multi-year implementation
process. This approach is not only more effective. It's also more
inspirational, and precludes cynicism about the "management flavor of
the month."
In this situation, the best starting
point is a planning process that concurrently defines the organization's
vision, determines the right sequence of initiatives, and builds
commitment to change.
Commitment to change requires three
elements:
* Clear
dissatisfaction with the status quo (a "burning platform").
* Clear, compelling
vision of the destination.
* Clear path from
here to there.
The Roadmap transformation planning
process addresses all three through the following five steps:
1. Develop a clear,
detailed vision of what leaders mean by "world class" -- a
comprehensive description of what's expected of the organization in
the future.
2. Gather input
from key clients and all staff about their concerns.
3. Assess the gaps
on each visionary expectation, using input from clients and staff to
calibrate the self-assessment.
4. For each gap,
diagnose root causes using the five organizational systems and the
symptoms that arise from each.
5. Assemble the
root causes into corrective actions, and sequence the systemic
changes based on their technical interdependencies and on pressing
business needs.
The RoadMap process builds
understanding and consensus within a leadership team about the
destination, a BWB organization. That, in itself, has tremendous value.
The process also engages staff and key
clients in the change, enhancing their buy-in and patience.
And it produces a properly sequenced,
well-paced, comprehensive plan that provides a context for the series of
changes to come.
Copyright © NDMA 2005. Used by permission. All rights
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