How open are you to continuous improvement and learning? Use our Organization Development Model to assess this.
Organization Development Model
The CEOs, entrepreneurs, BU managers, HR directors, change & development experts we work with ask us more often what our reference model is to guide them in their transformation. To fulfil this need we have captured our thinking in our Organization Development Model: a dynamic approach aligning six key fundamental elements.
This white paper has been created to share our enthusiasm about Organization Development with a wider community and to further improve our model. Enjoy the read, and I would love to receive your feedback and to hear if and how the model worked for you.
The elements of successfully leading change
Change needs energy. Ideally, this energy comes from urgency “we’ve got to change!” combined with excitement “we want to change”
Listening, looking, feeling, dreaming and understanding are all crucial elements, as well as being deeply connected to customers, colleagues, stakeholders, society and the environment. If your mind is open, urgency will be felt and opportunities will present themselves.
Focus is needed to direct the energy and excitement in the right direction. What are we going to do? What are we not going to do (any more)?
Discover the purpose, vision and core values and then formulate and translate them into a crystal-clear strategy. How the vision and strategy are brought into being is at least as important as their content. Urgency, excitement, purpose, vision, core values and strategy are communicated in an inspiring ‘change story’.
Change is also about design.
Does the current organizational structure and governance enable the implementation of the newly defined vision and strategy? Have our people got the right skills? Can we develop them? How do we balance the short with the long term? How do we keep business going during the change process? How do we adapt to new insights and opportunities as the change process progresses?
You don’t change for yourself, but to deliver added value for employees, customers, stakeholders and society. Inspire them with your change story.
Why the change? What is changing? What results will the change deliver?
Share the purpose and build the community, both within and beyond your own organization.
To be successful, change needs to be maintained and supported by more than just a small group of frontrunners. Commitment is needed from both leaders and staff. The desired changes mustn’t only be in their minds, but also in their hearts and their hands.
It’s important to enter genuine conversations with employees, to discuss resistance and to build trust. Starting small and learning by doing are crucial.
Finally, the change must be anchored, and employees helped to take ownership of it. Responsibilities and powers must be put where their impact is the greatest, close to the customer.
Learning via short cyclical feedback loops is essential. A culture is being created where mistakes are useful learning tools and successes are celebrated. The agile way of working has arrived.
Key to successfully leading change
At InContext, we help our customers with the balancing act to redefine their purpose, to create an excellent customer experience, to fully engage their employees and make their organizations flexible and adaptable towards changing circumstances.
Organizations are challenged daily to stay on track, as markets and technology shift and customers become more demanding due to increased transparency. To remain ahead, organizations need to create value for customers, employees and society.
With our understanding of the market context as a foundation, we guide organizations through their business challenges and transformations. We deliver pragmatic advice and programs that combine the people side of business with strategy, structure and numbers to build lasting performance. As a partner in your transformation, we support you in building a successful future!
Connect with customers (& wider ecosystem).
Connect with employees.
Be sensitive to the market and adapt.
Live your core values.
Create vision and direction.
Create a shared vision and direction.
Design for talent and craftsmanship.
Align with prioritized capabilities.
Have the guts to take critical decisions.
Find and share your authentic why.
With value for customers and employees.
With value for the community and society.
Involve your employees.
Open to be challenged and ready to adapt.
Create speed in delivery.
Apply continuous improvement.