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Posted by : Miranda Jensen
Date Published: 1 August 2015

From Lineal to Dynamic
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Change Management Frameworks, Strategies and Plans have traditionally followed a 3, 4 or 5 stage model that is aligned against a project timeline. The stages are usually defined as planning, transition, embedding. In practice, Change Programs that are transformative rarely follow this lineal approach. In fact, trying to adhere to a lineal plan can result in doing the wrong activities at the wrong time and fail to achieve the desired results.

Transformations need Change Management Frameworks and approaches in place to occur. But there is something else that occurs in a successful transformation that is outside of the traditional lineal approaches. It is a real-time diagnostic of where an individual or an organisation is at, and an immediate identification and response to ‘shift’ and move forward, maintain momentum and propel towards the tipping point.

The Transformation3 approach is specifically designed to assist organisations to manage large scale, complex, organisational transformations. The methodology does not replace traditional Change Management strategies and planning; rather, it is a way of understanding how things transform which provides for a more holistic approach for large scale transformations that are aiming to:

  • Significantly change an organisation
  • Embed a culture of continuous change and improvement
  • Build change awareness in the organisation

Every organisation has different needs at different times. It is through the ‘flexibility’ in change management that the greatest transformations can be achieved. It is not a lineal process; rather, it is the identification of the needs of an organisation in transition.

The Transformation3 model contains three elements that should be equally balanced throughout a program to facilitate the Transformation. It is not bound by a set start and end date that can stagnate ongoing benefits realisation in organisations. It also provides for a true culture of continuous improvement by embedding an ongoing, dynamic, real-time approach, rather than implementing a time-bound step-based approach.

The Transformation3 model is not a new way of managing change, it captures what is ‘actually’ occurring when individuals and organisations are transforming. It then provides practical activities that align and respond to what people are experiencing which will assist to maintain momentum through to a changed state.

It is often quoted that visible executive leadership support is the number-one reason that change programs fail. Whilst this is generally accurate, it is only the symptom: The systemic issue is often that a number of the elements required to enable this effective leadership are missing; for instance, there may be:

  • an unwillingness to broach a true assessment of the case for change… which can be more aptly called the ‘truth for change’
  • a vision that is not sufficiently detailed or aligned for what is trying to be achieved
  • no plan for getting from A to B

Without these elements in place, it will be unclear what the leadership support is for!

The symptoms of missing elements become very evident when applying the Transformation3 approach to an organisation in transition. The approach assists not only at an executive leadership level, but also in the identification and awareness of the elements being in balance at all levels of the organisation, ensuring a true engagement approach.

On a very practical level, Transformation3 ‘fills the gaps’ on existing change management methodologies: Traditionally, change methodologies have identified what people experience (denial, awareness, exploration, engagement) and what activities to undertake (stakeholder analysis, impact assessment, communications plan), but a direct correlation of the two is missing. For example, if someone is at any stage along the change curve, the change plan will continue to undertake the activities on the plan, which will shift an organisation, eventually.

The real time approach identifies what people are saying, why they are saying it (i.e. too much in the guidance element), which automatically tells leaders how to respond—i.e., when to undertake which activities. Using this approach ensures ‘relevance’ of the activities being undertaken so that resources are targetted, efficient and effective.

If your organisation is on a journey of change and you would like to learn more about the Transformation3 approach, please contact us for a chat.





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