OrgnlTransformation&Transition

8/3/2019 OrgnlTransformation&Transition

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Manoj Mathew,RCBS

ORGANIZATIONAL

TRANSFORMATION &

TRANSITION


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TRANSFORMATION

Transformation is a process oriented

strategy in which the main efforts for

change are focused on consciousness raisingand processes like understanding present

and alternative realities, choice making, and

searching for a new vision and purpose.


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TRANSITION

Transition is a goal-oriented strategy in

which the change efforts are focused on

managing the transition from a present stateinto a new state that is already known.


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PROCESS OF

TRANSFORMATION Ackerman (1983)

Understand and accept the need and

opportunity

Assess the situation

Design the desired future


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Contd..

Buckley and Perkins (1984)

Unconscious stage

Awakening stage

Reordering stage


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Contd..

Tichy and Ulrich (1984)

Trigger event

Feeding a need for change

Creation of a vision

Mobilisation of commitment

institutionalisation


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Stages of Transition strategy

1. Assess the present condition, including the need for change

2. Define the new state or condition after the change

3. Define the transition state between the present and the future

4. Develop strategies and action plans for managing this transition

5. Evaluate the change effort

6. Stabilize the new condition and establish a balance between stability

and flexibility

Beckhard and Harris (1977)

Present state Transition state Future state


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Manoj Mathew,RCBS

TRANSFORMATION V/S TRANSITION

helping members to

accept the need for

second-order change

helping the

organization todiscover and accept a

new vision, a new

world view, and to

align members withthis vision

helping the

organization to plan

and implement the

change

helping theorganization to

elaborate the new

vision, to implement

it, to legitimize andinstitutionalize it


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Manoj Mathew,RCBS


focusing on the first

stages of second-

order change

open; going with the

client's needs, nonstructured, non

analytical process

focusing on changes in

individuals'

consciousness

focusing on the later

stages of second-

order change

rational, analytical,

step-by-step, andcollaborative process

focusing on changes inthe interactions in the

organization


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dealing with flow states

and abstracts

changing perceptions,beliefs, and consciousness

a process that might

include moments ofinsight and a sudden shift

in perceptions and

behaviors

dealing with the

organization subsystems

and concretes

changing forms,

procedures, roles, and

structures

an incremental process

that might include

political campaign andconflicts


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facilitating and

allowing

spirit and spirituality

energizing and

empowering

individuals, creating

critical mass allowing death and

rebirth

managing and

applying

practicality,

pragmatism

utilizing theorganization's energy

and resources for

implementing the

change

shaping the new form


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Manoj Mathew,RCBS

STRATEGIES IN IMPLEMENTING

TRANSFORMATION

1. Initiation of a newfreestanding organization,totally different from others of this kind ( Gold

& Miles 1981)

2. "Sponsorship," whereby an existing organization

develops a new organization or subunit, totally

different from the sponsor ( Shortell et al. 1984)

3. Merger or consolidation ( Sheldon 1979)

4. Renewing already existing systems ( Warren1984).


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Approaches to transformation

Top-Down strategy

Bottom-Up strategy


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ENABLING ORGANIZATIONAL TRANSFORMATION

Building the

spirit.

Investment of

people with

new skills for

regenerating

the company

Finding long

term energy to

do new things -

by linking thecorp. body to

environment

Shiftingcompanys

conception of

what it is and

what it can

achieve.

Structuring

(reshaping)

to competitive

level of

performancetowards

leanness and

fitness.

LEADERS WILL HAVE THE KEY RESPONSIBILITY OF

MOBILISINGTHE ORGANISATION FOR THE TRANSFORMATION

RENEW REFRAME

Logical Steps of Transformation

REVITALISE RESTRUCTURE

.

Body &

EnvironmentBody

Spirit Mind


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RENEW

Create reward structure

build individual learning

Develop the Organization

REVITALIZE

Achieve market focus

Invent new Businesses

Change rules through Info Tech

REFRAME

Achieve mobilization

Create the vision

Build the measures

RESTRUCTURE

Construct an economic model

Align physical infrastructure

Redesign work Architecture

TRANSFORMATION IS THE ARDUOUS PROCESS OF VIRTUALLY REINVENTING /

RECREATING THE BODY, MIND & SPIRIT OF THE ORGANIZATION WHILST

CONSTANTLY REDEFINING BASED ON ENVIRONMENTAL CHANGE


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ACHIEVEING

MOBILIZATION

Developing

Leaders

Creating wide

band interactive

communication

Encouraging the

formation of

natural work

teams.

Preparing

individuals forthe cycle of change

DEVELOPING

LEADRES

Find a personal

(CEO) coach

the Valley of

death

Workshop

CREATING WIDE

BAND

INTERACTIVE

COMMUNICATION

StrategicCafeteria

Town hall

meetings

Process briefs

from

implementations

FORMING

NATURAL

WORK TEAMS

Cutting across

functional

silos

Forming inter-

changeablework teams to

address issues

Running key

issues /

problems asprojects

PREPARING

INDIVIDUALS

FOR CHANGE

(EMOTIONAL

CYCLE)

Generals dont

make victories

captains,

sergeants and

soldiers do.Identifying the

change champion

Steps in the

process Denial,

Anger,

Bargaining,Depression,

Acceptance

Inventory of

transformation

talent

Consequences of

apathy

ACHIEVING MPBILIZATION IS THE LEADERSHIP COMMITMENT TO

EMOTIONALLY & PASSIONATELY COMMUNICATE IDENTITY &

BUILD TRANSFORMATION CHAMPIONS & OBJECTIVELY &

DISPASSIONATELY DEAL WITH THOSE DISPLAYING APATHY.



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CREATING THE

VISION

Developing astrategic intent

Prioritizing

expectations among

constituencies

Establishing Values

DEVELOPING A

STRATEGIC INTENT

Core of the vision

Picture the companys

ultimate purpose

Aspiration which converges

the analytical, emotional

and political elements of the

corporate mind.

Analytically - Dispassionate

diagnosis of the companys

competitive situation visa -

vis customers and cost

structure

Emotionally and politically

finding a banner for all to

rally

PRIORITISING

EXPECTATIONS

Who are ourconstituencies

What is theimportance we needto give to each one ofthem

Can we do aprioritization ofthese.

Hence whatexpectations ofeach we would like tomeet.

ESTABLISHING

VALUES

Great companieshave strong values

Strength of a

company is not so

much in its strategy

or even in its

products but in the

way it behaves.

Values determine

the corporate

personality.

Values determine the

disposition of allstake-holders to the

company.

Values are lived

through in day to day

behaviour and leaders

spread it.

VISION IS NOT AN ALTRUISTIC STATEMENT IT REFLECTS

ARTICULATION OF TANGIBLE DELIVERIES TO ALL CONSTITUENTS

APPROPRIATELY ORDERED IN THE CONTENT OF THE VALUES OF THEORGANISATION



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Manoj Mathew,RCBS


BUILING THE

MEASUREMENT

SYSTEM

Develop Top

Level Measures &

Targets

Build connectors

across top leveltargets

Construct a bottom

up business case.

Connecting the

bottom up and top

down measures

DEVELOPING TOP

LEVEL MEASURES &

TARGETS

What are the set of

standards representing

common performance

attributes.

Balanced Score Card(objectives)

- Customer perspective

- Financial

- Internal Operatives

- Innovation &

learning

Instrument Panel /

Dash Board for theOrg.

BUILDING

CONNECTORS ACROSS

TOP LEVEL TARGETS

Establish the cause

and effect

relationships

Converts the back

room indicators to

front room financialresults.

Allows leaders

tracking of

initiatives

Leaders an

opportunity toexpress how the

business works &

learn from others

CONSTRUCT A

BOTTOM UP

BUSINESS CASE

Motivate field

teams to identify

opportunities to

improve day to

day operations

and quantify

benefits.

Aggregated sum

of all this creates

a business case

Bottom up

measures

Generate

enthusiasm in

the change process

CONNECTING

THE BOTTOM

UP & TOP DOWNMEASURES

Convert into

key performance

Indicators

Employees

mapping theiropportunity

measures to the

top down

measures.

Establishing

a true or hierarchy

of measureslinking initiatives

and actions at all

levels to the BSC

(or objectives)

REFRAMING THE ORGANISATION

MEASUREMENT IS CENTRAL - MORE CRITICAL IS MEASURING THE

RIGHT THINGS


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TRANSFORMATION THEORIES

Scientific revolution

Neo-Marxian

Order through fluctuations

Evolution and consciousness

Growth

Catastrophe

Futurist


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Scientific revolution

Kuhns theory as the common denominator

Knowledge paradigm

Science advances through periods of evolution and

revolution

Any given point of time, scientific community sharescommon world view

Scientific revolution occurs through:

Accumulation of enough scientific observations contradicting oldparadigm

Vision of able individuals like Darwin, Newton, Einstein

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