Why transformational change?

Transformational change is different to the developmental and transitional changes we dealt with in the past. Previous work has often been about doing the same but better or more efficiently; or to project manage the move to a new carefully defined state. The current challenges of a complex system mean we must adopt a strategy and move to change without a predetermined detailed future state. Its very healthy for people to be concerned about changes to things they value and see as very important. Organisations, staff and the people and communities they work with must learn and design together as they go.  New mindsets and behaviors are required to do this and an organisational culture must emerge that can sustain this way of working. This sort of change impacts on people at a very personal level so it is vital that people are not just consulted but are really engaged. Working on the edge of uncertainty requires leaders with courage and resilience and there are also evidence based tools and techniques that deliver results.

Social and Open Techniques

 Lombardo and Eichinger suggested that 70% of effective learning is informal and occurs by example  and through challenging experiences. 20% occurs through social interaction and observation and only 10% in formal learning environments. In order to succeed techniques that might traditionally have been labelled OD (organisational development)  can be used to foster distributed leadership, build networks and engage staff, users of your services, wider stakeholder groups and communities. Progress is evaluated by all, learning is co-produced and new knowledge and practice co-developed. 

Inclusive & engaging

Good inclusive communication is key. Perhaps different to more traditional change approaches listening is the premium activity. A range of techniques and a variety of opportunities to collaborate are essential. To ensure real success everyone in your organisation needs to be empowered to make a full contribution and deliver quality results and enhanced productivity.

Culture Vision & Action

This type of change requires more than a mission statement. Leaders need to hold the space to create a vision that staff can align their daily efforts to and that your customers, service users and communities will collaborate with you to secure. Leaders need to tap into the existing culture and use it to energize the change. ​Planning an approach that will ensure customers, engagement & real collaboration is a key to success.

An Agile Strategy

It is big and it is clever, and that's OK. It has to be if it's going to be useful in providing an anchor in a fast changing, complex environment and keep you oriented to achieve your long-term goals.  The art of setting your compass to navigate the complexity and change requires self awareness, pace, sustainability and will. Cultures need to be developed that can nurture your goals and align everyone's efforts to move in the same direction. Relationships need to be built that can make best use of everyone's talents and access the rich seam of skills and knowledge at the frontline of your organisation. Everyone needs to be engaged and the rational and emotional case underpinning your strategy needs to mesh together to provide purpose, a meaningful narrative that can motivate and sustain efforts. 
Peter Senge