Post on 26-Dec-2015
Niels PflaegingBetaCodex Network
White paperFebruary 2008
Niels PflaegingBetaCodex Network
White paperFebruary 2008
Gebhard Borck
BetaCodex Network & gberatung
Gebhard Borck
BetaCodex Network & gberatung
Introducing the Double Helix Transformation Framework (DHTF) for beta codex transformation and profound change
Make it real!
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 222
Centralized hierarchy,“command and control“
strategy
control
Fixedperforma
ncecontracts
Decentralized network, “Sense and respond“
Dynamic coordination
Relative performance
contracts
Dynamic processes
Transformation of:• Leadership principles• Performance
management principles• Values, systems, culture• Business models• ...
Getting from the now obsolete tayloristic model to the emerging new model “beyond budgeting“ requires transformation.
Fixed processes
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 333
There are many pioneers of the new model, worldwide. But only very few of them have undergone transformation.
Selected pioneers of the model
Pioneers that went through transformation
In the 70s
In the 90s
In the 80s
In the 90s
In the 90s
In the 50s
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 444
Principles first: Underlying assumptions for a management model transformation based on beta codex laws
1. Organizations are “systems”. So they have to be transformed as such. Thus, finance people cannot do it alone.(And it's actually much more fun approaching change holistically.)
2. A systemic view of the change process: don't plan too far ahead – follow the energy!
3. “It's all about human nature”. Apply “Theory Y” rigidly!
4. Abolishing budgets is just 0,5% of the project (and not the difficult bit). Creating an entrepreneurial devolved network is key to the “new” model. Which means changing hundreds or thousands of mindsets.
5. People in the organization have to do this themselves! The role of consultants and change experts: give advice, don't make decisions or start “implementing” for the client.
6. Everyone's communication styles and behavior patterns must change. Transformation thus requires “people” specialists, coaching and some training.
7. “Mature” cases and the model itself are key to making the vision palpable. But it is equally necessary to apply more “emotional” techniques and metaphors.
8. “Community” is a foundation to successful implementation, because it provides orientation – the BetaCodex Network is the cornerstone of this community
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 555
strategy
control
Fixedperforma
ncecontracts
Dynamic coordination
Relative performance
contracts
Only a change philosophy that is coherent with the newmodel can get you there!
“Management model” transformation requires a fitting framework to approach the change itself!
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 666
Part I of the “Double Helix” transformation framework: A process model for organizational change
John Kotter (HBS) presented this change management model first in a Harvard Business Review article, in 1994, and then in his groundbreaking book “Leading Change“. Since then, Kotter has elaborated on that concept, publishing books on practical cases and tools, and also, recently, a fable on change called “Our Iceberg is melting“.
References
3. Develop change vision and
strategy
4. Communi-cate for
un-derstan-ding and
buy-in
5. Empower all others
to act
6. Produce short-term wins
7. Don't
let up!
8. Create a new culture
1.Create a sense of urgency
2. Pull
together a guiding coalition
Organizationalchange process
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 7
3. Develop change vision and
strategy
4. Communi-cate for
un-derstan-ding and buy-in
5. Empower all others
to act
6. Produce short-term wins
7. Don't
let up!
8. Create a new culture
1.Create a sense of urgency
2. Pull
together a guiding coalition
Organizationalchange process
77
What to do when in the process? Two examples
• Create array of larger Task Forces to change organizational structure, management processes and business processes
• Align projects and decision processes with 12 principles and the values defined in the case for change
• Write the case for change• Build awareness through
selective action (e.g. abolishing budgets)
• Win hearts and minds, train for empowering leadership styles and more transparency
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 888
For this dimension of transformation, we use not only Kotter´s change concept , but also Our Iceberg Is Melting book and tools
• Not so much a book… but an organizational change methodology (Kotter´s 8-step process) and a powerful metaphor with which everyone in an organization can relate.
• Archetypes, phases, and situations in the story help to deal with risks and resistance, and to create a common language within the guiding coalition.
• Tools derived from story and method can serve as a basis for
“initiative branding” process “temperature measurement” initiative/task force management confronting resistance internal communication
Reference
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 999Paradigma Leadership Workshop, Apr 2007
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 101010Logoplaste Leadership Workshop, Mar 2007
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 111111
Even though the Kotter process is coherent with transformation, this approach by itself cannot suffice.
• The problem: A process model for changing teams or the organization as a whole doesn't cope with the full challenge we are facing in transforming from command and control to “beyond budgeting”.
• There is another dimension to change. One that is not related to groups or the organization as a social organism, but that has to do with each individual's transformation journey.
• To achieve true organizational transformation, thus, another dimension, or helix string, has to be added to the framework.
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 12
Part II of the “Double Helix” transformation framework: a process model for personal change
Reference
Consultant William Bridges published his landmark book “Managing Transitions” in 1991. His concept is based upon the observation that in order to change as a person or start something new, you have to go first through a stage of “Ending” or “unloading your baggage”, followed by a path through the so-called “Neutral Zone”.
1. Ending
3. Beginning
2. Neutral Zone
Individual
change process
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 13
1. Ending
3. Beginning2. Neutral Zone
3. Develop change vision and
strategy
4. Communi-cate for under-
standing and buy-
in
5. Empower all others
to act
6. Produce short-term wins
7. Don't
let up!
8. Create a new culture
1.Create a sense of urgency
2. Pull
together a guiding coalition
Organizationalchange process
Individual
change process
1313
Putting the “Double Helix” together.
By combining one concept with the other, a completely new kind of change initiative framework emerges: One in which the two different dimensions of profound change – organizational and personal – are intertwined and inseparable. The double helix framework allows for a far richer and more “realistic” perception of profound change processes.
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 14
This process is systemic and not like “project management“, but it can be guided and “temperature“ can be taken at any time
Status of the project
1. There is a strong guiding coalition that sustains the transformation.
2. All over the organisation, “profound change“ is considered an issue.3. Different groups in the organisation (task forces) already work on
specific changes.
3. Develop change
vision and strategy
4. Communic
ate for understan-ding and
buy-in
5. Empower all others
to act
6. Produce
short-term wins
7. Don´t let up
1. Create a sense of urgency
2. Pull
together a guiding coalition
Phase in %
© Niels Pflaeging & Gebhard Borck – All rights reserved
Double Helix Transformation Framework 151515
Two full-fledge beta codex transformations that we have been guiding as advisors
FIRE
Flexible - responding adaptively to market demandsIntegrated - all involving all organization membersRespectful - in dealing with people and environmentErfolgreich (successful) - as an organization and as individuals
Paradigma group, GermanyLogoplaste, Brazil
Decentralize – Lead - GrowPreparing Logoplaste for growth
www.betacodex.org
Get in touch with us for more information about leading transformation with the BetaCodex and the Double Helix Framework, or ask us for a workshop proposal.
Make it real!
Niels Pflaegingniels@bbtn.orgnielspflaeging.comSao Paulo, Brazil
Gebhard Borckgebhard@bbtn.orggberatung.dePforzheim, Germany
Valérya Carvalhovaleria@bbtn.orgBetaleadership.comSao Paulo, Brazil
Andreas Zeuchaz@a-zeuch.dea-zeuch.deWinden, Germany
Silke Hermannsilke.hermann@insights-group.deWiesbaden, Germany
Markus Schellhammermarkus.schellhammer@my-online.deZurich, Switzerland