Organisational Transformation


Every time an initiative is implemented consideration must be given to the impact on organisational transformation.  Nothing in a business can be conducted in isolation.   After all, strategy implementation is by the people, for the people, through people.  People are highly complex individuals.  What should be known in business today is that any product or service can be replicated within minutes.  What cannot be replicated is organisational culture.  Agile requires major organisational transformation from organisational structure, policies and business processes.  Most of all Agile requires a fundamental mindset change to the way individuals are managed and the way work is monitored and controlled.  Never before has a best practice concept had such significant repercussions on organisational transformation at every level and within every silo.

Think about breaking down those silos and creating kinetic teams.  The fear that is created by the thought of the loss of power and control, is astounding.  Do you have a winning culture that is based on altruism, affilliation, achievement and abundance.   John Mattone calls these the 4 As of success.

The people found within your organisation are your key stakeholders and stakeholder engagement with open and honest dialogue is critical for success.  Your key stakeholders require strong leadership.  I use the ADKAR methodology, a model for change in business:

  • Building Awareness
  • Creating Desire
  • Developing Knowledge
  • Fostering Ability
  • Reinforcing Change

Organisation change is more than just stakeholder engagement.  A prerequisite is that leadership drive the desire and the need for change through their behaviour and willingness to transform the business at every level.