Denise Howard says: March 10, 2011 at 5:14 pm
Sarah in my experience, if transformation is not led from the top it will not happen. If you are in the middle of the organisation, you can have some influence ‘where you are’ but it is hard to change the status quo top to bottom from where you sit if you are not at the top.
It needs the CEO/MD as the key driver and visionary to desire, create and manage the transformation. And in many cases, it is hard for the CEO to acknowledge that such transformation is necessary because of an implied criticism that their best efforts have not been enough. I think that is why so many examples of organisational transformation come during a time of crisis for the organisation. I think Darwin’s quote sums up the challenge nicely “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Are our leaders adaptable enough to a fast-changing world?
Very well elaborated roadmap for implementing change. My 2 cents to the discussion. I believe the key areas of focus should be the leadership focus and drive, holistic communication framework to ensure the organisational buy-in to the change, the capability assessment of where the organisation is and where it intends to go in the future, early benefit realisation, performance management system to ensure that the organisation is on track to realise the change benefits.
Sarah Dixon says: March 22, 2011 at 8:10 am
Denise and Rakesh,
Thank you very much for your helpful comments. I
agree with you Denise – change has to come from the
top in the first instance. This was the result of my
research into organisational transformation in the
Russian oil industry. I had wanted to focus my
research just on dynamic capabilities and
organisational learning – but lo and behold my data
was telling me that I would have to include an
analysis of the top management team if I were to
gain any proper understanding of the process of
transformation. So transformation does indeed start
at the top with a break with the past – my article
on breaking with administrative heritage published
in the Leadership and Organization Development
Journal describes this process in more detail (See
reference below). But you have rightly identified
the key problem here – as you say: ‘how hard iit is
for the CEO to acknowledge that transformation is
necessary because of an implied criticism that their
best efforts have not been enough.’ Indeed the CEO
is part of that restrictive administrative heritage
which has built up so much organisational inertia
over time.
Of course there are companies that succeed in constantly reinventing themselves, without the need for the catalyst of a crisis. Many of the technology companies are examples of this – take Intel, Apple, IBM etc. So the key is to create an organisational culture where adaptation can thrive – that it is the third stage in my model above.
I agree with you, Rakesh, about the way to manage
change – you mentioned the key points:
- Strong leadership
- Shared vision within the organisation
- Identification of capability gaps and how to
address them
- Quick wins
- Strong performance management
– Monitoring of implementation
It sounds so easy, yet in reality it presents all organisations with huge challenges.
Dixon, Sarah E.A. and Day, Marc, (2007) ‘Leadership, Administrative Heritage and Absorptive Capacity’, Leadership and Organisational Development Journal, 28:8, pp. 727-748
Rakesh Anand says: March 18, 2011 at 3:56 pm