Paul Chapman - Strategic Change Programs in Practice
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The document discusses the challenges organizations face in implementing successful strategic change programs, highlighting that many fail due to reliance on rigid sequences or models. It advocates for a more flexible and holistic approach where leaders continuously engage and navigate between processes and outcomes, embrace dualities, and focus on ongoing alignment with context. The authors argue that current literature lacks practicality and implies the need for iterative design in organizational change to improve success rates.
Paul Chapman - Strategic Change Programs in Practice
- 1. Strategic Change Programs In Practice: How can we design major organisational change programmes for success? Jesper Kjaerulf-Moller and Paul Chapman Saïd Business School, University of Oxford 24th February 2016
- 2. Abstract Organizations face external pressures and need to respond by delivering strategic change, however such efforts often fail. One cause is that leaders of these change programs are let down by advice on how to succeed, such as through the need to follow particular sequences of steps. We offer an alternative frame of thought, one where the leader of change constantly engages, and advocate the need to: 1) navigate between process and outcome to align the change program with its context; 2) make opposing alternative ideas coexist, and; 3) engage in holistic, iterative organizational design to overcome challenges and deliver results.
- 3. The question The paradox of change that leaders face Mastering change - beyond simple “recipes” As a leader of change what can I use this for tomorrow? The core of change is discussed inconsistently making it hard to grasp Sequence is a stumbling block for designing change effectively Navigate between process and outcome to align the change programme to context Making opposites coexist – facilitating complementary use of dualities Overcoming the challenges presented by a sequential approach through engaging holistic organisational design Don’t assume your design is stable – focus on continuous alignment to context Don’t be caught in either/or discussions – embrace and manage dualities Don’t focus on sequence irst – focus on designing change holistically How can we design major organisational change programmes for success? Thinking in opposites limits the availability of insights Issues that Undermine Strategic Change Design approachComplementaritiesDuality navigation Successful change programmes are a prerequisite for corporate survival Major change programmes are failing at a signi icant rate Session overview
- 4. The Paradox of Change Successful change programmes are a prerequisite for corporate survival Major change programmes are failing at a significant rate
- 5. Issues that undermine strategic change The core of change is discussed inconsistently making it hard to grasp Thinking in opposites limits the availability of insights Sequence is a stumbling block for designing change effectively dominant views on change management are shaped by models from Kurt Lewin and John Kotter Conclusion: There is a lack of practicality in the literature, underpinned by a poor evidence base
- 6. Lewin’s three step model Unfreezing: Before a new desired behaviour can be adopted, the current equilibrium needs to be destabilised. Moving: Creating the motivation to learn and arrive at a new acceptable set of practices. Refreezing: Stabilizing the group in a new quasi- stationary equilibrium ensuring that the new behaviours are sustainable. Kurt Lewin, “Field Theory in Social Science,” in Resolving Social Conflicts & Field Theory in Social Science (Washington: American Psychological Association, 1951)
- 7. Kotter’s eight-step model Establish a sense of urgency Form a powerful guiding coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short-term wins Consolidate improvements and produce more change Institutionalize new approaches JP Kotter, “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review March-April (1995): 59–67.
- 8. Mastering change - beyond simple “recipes” Navigate between process and outcome to align the change programme to context Making opposites coexist - facilitating complementary use of dualities Overcoming the challenges presented by a sequential approach through engaging holistic organisational design
- 9. Navigate between process and outcome to align the change programme to context Level of planned process (context link: certainty of desired behavior) Level of planned outcome (context link: certainty of desired outcome) D uality A D uality B Planned Em ergent O utcom e Process
- 10. Making opposites coexist - facilitating complementary use of dualities Level of planned process Level of planned outcome O Outcome focused elements A ‘And’ – outcome and process focused elements P Process focused elements E Emerging elements
- 11. Overcoming the challenges presented by a sequential approach through engaging holistic organisational design Level of planned process (context link: certainty of desired behavior) Level of planned outcome (context link: certainty of desired outcome) Planned Em ergent O utcom e Process Strategy Structure ProcessesRewards People Strategy Structure ProcessesRewards People Strategy Structure ProcessesRewards People Strategy Structure ProcessesRewards People
- 12. As a leader of change what can I use this for tomorrow? Don’t assume your design is stable – focus on continuous alignment to context Don’t be caught in either/or discussions – embrace and manage dualities Don’t focus on sequence first – focus on designing change holistically
- 13. A simple 5-step process can be used to analyse your situation 1. Map the core elements of the overall pursued change and establish how certain you are regarding desired outcome and behaviour 2. Map your current design for each element using Galbraith’s five parameters 3. Evaluate whether your current design for each element match the desired placement. Be honest with yourself as a full match is rarely present 4. Identify desired design principles that match your placement to give direction for how you can start shaping progress towards an integrated change effort 5. Iterate regularly as neither the context nor your design are ever stable. (it will not make the change happen though…)
- 14. The question The paradox of change that leaders face Mastering change - beyond simple “recipes” As a leader of change what can I use this for tomorrow? The core of change is discussed inconsistently making it hard to grasp Sequence is a stumbling block for designing change effectively Navigate between process and outcome to align the change programme to context Making opposites coexist – facilitating complementary use of dualities Overcoming the challenges presented by a sequential approach through engaging holistic organisational design Don’t assume your design is stable – focus on continuous alignment to context Don’t be caught in either/or discussions – embrace and manage dualities Don’t focus on sequence irst – focus on designing change holistically How can we design major organisational change programmes for success? Thinking in opposites limits the availability of insights Issues that Undermine Strategic Change Design approachComplementaritiesDuality navigation Successful change programmes are a prerequisite for corporate survival Major change programmes are failing at a signi icant rate To conclude