BROCHURE. Biomatrix Organisation Development Programme Dr. Elisabeth Dostal BiomatrixWeb. Individual e-learning

Transcription

1 BROCHURE Biomatrix Organisation Development Programme 2012 Dr. Elisabeth Dostal BiomatrixWeb Individual e-learning

2 Biomatrix Organisation Development Programme Programme overview The Biomatrix Organisation Development Programme guides the delegates to transform their organisation into a systemic learning organisation which is wired for ongoing change. It provides them with knowledge in systemic organisation transformation in the process. It is an action learning programme, during which the delegates use their organisation as a case study The programme uses individual e-learning to explain the theory of systemic organisation (re)design, development and change management. Template-based assignments guide the application of the knowledge to their organisation. Team-based action learning phase follows. The teams make a draft ideal organisation design, using data generated by education assignments and an organisation-wide diagnostic survey. They are guided by design templates and a systemic design framework. They also make a change management design and implementation plan. The action learning programme becomes an actual change intervention as soon as the teams get the mandate to finalise and implement the design. This involves that the teams facilitate design iterations with stakeholders to get their inputs for completing the design and to align them around it finalise the implementation plan facilitate the implementation roll-out according to plan. In the course of the programme, the delegates become trained organisation development consultants. This development in capacity enables the client organisation to self-manage future organisation related change interventions. Outcomes of the programme The outcomes of the Biomatrix Organisation Development Programme are a cadre of managers who are systems thinkers and have knowledge of systemic organisation design, development and change management and who gained experience through the practical application of the knowledge to their organisation an ideal design and implementation plan for the systemic transformation of the client organisation into a systemic learning organisation that is wired for ongoing change desirable changes in the organisation in accordance with the ideal design and implementation plan. 2

3 Why the programme is needed Typical systemic problems of organisations Systemic problems are typically symptoms of deeper causes and cannot be solved directly. Interventions that try to do so typically fail. Research indicates that about two thirds of conventional organisational change interventions fail (Mc Lagan, 2005). Some typical examples of systemic organisational problems are: insufficient organisational support structures conflict between functions (e.g. marketing and operations, support services and business units), including internal competition (e.g. between different business units) lack of coordination and duplications inefficiencies and ineffectiveness obsolete functions, outdated products and services silo structures and behaviour, empire building, bureaucracy failures to detect and adapt to environmental change conflicting values, short-term bottom-line orientation, lack of vision lack of planning and learning (e.g. repetition of mistakes) repeated restructuring, uncoordinated change interventions in different parts of the organisation, unnecessary change interventions (e.g. latest fad) change weariness, burn-out, demotivated staff. Solutions proposed by the programme Ideally, each organisation becomes a systemic learning organisation that is structured as a three-dimensional matrix for optimal internal coordination and connectivity with its stakeholders in the global environment wired for ongoing change able to adapt creatively to a continuously changing environment in a sustainable manner. The Biomatrix Organisation Development Programme is designed to facilitate this transformation. The programme is also designed to maintain and reinforce the transformation because action learning equips delegates with theoretical knowledge and practical skills of systemic organisation development, enabling them to provide continued support and act as internal consultants in the future stakeholder facilitation used throughout the programme ensures their continued alignment and support transfer of knowledge into the organisation influences organisational culture in support of the transformation 3

4 new structures and governance act as channels for the new behaviour that brought about and maintains the transformation. Benefits of the programme Besides achieving results that are typical for a consulting intervention, the programme provides additional benefits to the client organisation such as (dis)solving structural problems throughout the organisation entrenching an organisational culture that supports systemic problem dissolving and synergistic stakeholder interaction creating innovative and creative strategic designs facilitating the cascading of aims from ideals to long-term strategic objectives and short-term operational aims as well as the measurement of their achievement restructuring the organisation into a three-dimensional matrix (i.e. as a web within the larger web of systems in its environment and as the centre of an interacting web of supply chains) eliminating silos, self-serving parts and duplications entrenching matrix management and supply chain management along all its business and support functions structuring the organisation for ongoing creative strategic learning and ongoing change in response to a rapidly changing environment establishing systemic governance and governance frameworks that create a stable and sustainable systemic learning organisation which is nevertheless able to keep changing in an ongoing and coherent manner contextualising, reframing and integrating previously uncoordinated change initiatives. Clients of the programme In order to survive in a rapidly changing global economy, an organisation needs to be wired for ongoing change. This is true for every organisation, be it business, government, non-governmental or non-profit organisation. Thus every organisation is a potential client of the Biomatrix Organisation Development Programme. Typical clients within an organisation are the heads of corporate academies and education and training managers (by incorporating Biomatrix programmes in their curriculum for executive development, they bring lasting benefit to their organisation). organisation development practitioners representatives of the CEO and the board (ultimately, from a systemic perspective, the core function of a CEO is to ensure the balance of business and organisation development throughout the organisation in the short and long-term). 4

5 Programme delegates Delegates to the programme represent the top management board, because transforming an organisation involves viewing it from the perspective of the larger whole. We therefore suggest that programme delegates include current head(s) of organisation development and change management at least one member of top management senior managers earmarked for promotion to board level talent earmarked for promotion to senior management positions. Participation in the programme provides executive education in systemic business and organisation development. It also fast-tracks management development to executive level. To ensure support for the programme, board members and senior managers need to understand its underlying worldview, theory and methodology. Since they are not likely to have the time to participate in the whole programme, it is suggested that they participate in an intensive Executive Workshop facilitated by a BiomatrixWeb consultant. Structure of the programme Like all Biomatrix programmes, the Biomatrix Organisation Development Programme is an action learning programme that is designed in a modular fashion. It consists of the following phases: education action learning projects stakeholder enrolment BiomatrixWeb provides support throughout the delivery of the programme. The (sub)phases can overlap and their sequencing can vary according to the specific needs and the change readiness of the system. Although the programme is designed to start with the education phase, some organisations could prefer an organisational diagnosis before committing to the programme. In this case the organisation survey is administered by BiomatrixWeb, which also provides comments and a proposed roadmap for the programme roll-out. The phases of the programme and their sub-phases are depicted in the figure below, followed by a more detailed discussion of each. 5

6 (Sub)phases of the Organisation Development Programme Education phase The education phase consists of four modules. They explain the theory and methodology for analysing and (dis)solving problems within the organisation, redesigning it into a systemic learning organisation and managing the changes involved in transforming it according to the design. The knowledge is applied in exercises to the client organisation which serves as the case study. BiomatrixWeb integrates the exercise output of the individual delegates into a design notebook, which is used as input to the action learning projects. Education delivery The education phase is designed as an individual e-learning programme. It can, however, also be delivered in a workshop setting. It is recommended to hold an Executive Education Workshop for the top management of the client organisation to explain the programme and its underlying theory and methodology in summarized form. This provides an opportunity for raising concerns from a top management perspective that need to be accommodated in the delivery of the programme. The workshop also generates top management support and alignment. Education content The Organisation Development Programme consists of four modules. The first two modules are concerned with basic management education in system thinking, the foundation of all Biomatrix programmes. The last two modules are programme specific. 1. Module: Overview of General and Biomatrix Systems Theory 6

7 This module provides an overview of systems thinking, some key systems concepts and their application to management. Its aim is to change worldview and transform students into systems thinkers. 2. Module: Systemic Problem (Dis)Solving This module explains the nature of complex systemic problems and provides methods for analysing, solving and dissolving them. It also discusses various brainstorming techniques that enhance creativity and innovation. Template-based exercises guide delegates to apply this to their case study. 3. Module: Systemic Organisation (Re)Design This module explains the theory of systemic organisation development and transformation through ideal system redesign, based on the Biomatrix organisation design framework (i.e. the seven organisational forces of an entity system). It also outlines the design and functioning of a systemic learning organisation wired for ongoing change, Delegates explore and redesign their organisation from the perspective of each of the seven forces, guided by templates. 4. Module: Organisational Change Management and Implementation Planning This module explains the principles of systemic change management relevant to organisation redesign and development. It outlines the phases involved in managing an organisation transformation, ranging from diagnosis and problem analysis, brainstorming, design, and implementation planning to implementation. It also discusses a cultural typology model and its relevance for change management. Delegates are guided by templates to apply the theory to change management design and implementation planning. Action learning projects phase After completing the education phase, the delegates are clustered into teams to apply the learning to their organisation as case study. This takes the form of action learning projects. The teams use the templates and generic systems principles explained in the education phase, the data gleaned from stakeholders and the data generated during the education phase for the following projects: Change management design The teams make a change management design and propose a roadmap for the change involved in transforming the organisation into a systemic learning organisation. They describe the nature and sequence of the proposed (sub)phases of the change, their timing, who should participate in them and how they should be facilitated. Organisation survey (diagnosis) The teams conduct an organisation survey amongst the heads of business and functional units and other key stakeholders of the organisation. 7

8 The survey can also be administered by BiomatrixWeb as an organisational diagnostic survey before the client organisation commits to the Biomatrix Organisation Development Programme. Thereby the magnitude of the change and its systemic challenges can be understood. It allows management to reflect on their change readiness and the appropriate timing of the intervention that the Biomatrix programme entails. (Reading and filling in the questionnaire takes about 2-3 hours. It is anonymous.) The survey generates input for both problem analysis and brainstorming solutions. Problem analysis The survey identifies problems between organisational functions and the organisation as well as external stakeholders. It also inspires a systemic analysis of the problems. The survey questionnaire includes a brief explanation of the systemic problem (dis)solving method and its role in an organisational transformation. This facilitates a basic understanding of systems thinking amongst the surveyed stakeholders and enhances the organisation culture with systems thinking. The teams use the survey results for developing an integrated problem analysis, including a systems dynamics model. Brainstorming The organisation survey is also used for collecting existing solutions, exploring them and stimulating the brainstorming of new ideas. The survey uses a systemic brainstorming technique which ensures that the solutions transcend problem thinking and are based on higher level thinking. It is explained in the questionnaire, deepening the understanding of the role of systems thinking in changing an organisation. Other brainstorming takes place within the design teams with selected stakeholders and project mentors. Integration of survey output The survey data are categorised and integrated in a design notebook which is used as input for the redesign of the system. A summary of the survey results together with systemic comments are fed back to top management as diagnostic report. Draft ideal organisation redesign The teams create an ideal design of the organisation as a systemic learning organisation i.e. its functioning and outcomes. The teams use the survey output, generic principles of system organisation and the framework for entity system redesign the seven organisational forces of an entity system - to redesign their organisation as a seven faceted learning organisation. Accordingly, the ideal organisational redesign incorporates seven sub-designs relating to the organisation s culture, aims, processes, structure, governance, resource management and environmental management. The overarching design describes their interaction within a coherent whole. 8

9 These (sub)designs are drafts, serving as input to the interaction with stakeholders. Broad implementation plan After completing the ideal design project, the teams make a broad implementation plan for the overall design and each of its sub-designs. Implementation planning determines the strategies needed for implementing them. It also plots the goalposts along the way with consideration of time frames, resource requirements and who is responsible for the implementation of each strategy. Implementation planning reveals the viability of a design. If resource requirements for its implementation cannot be met, the design has to be reconsidered. Stakeholder enrolment phase The purpose of the action learning projects is to prepare for an actual change intervention that transforms the organisation. Besides becoming trained facilitators in systemic organisation redesign, the delegates have become thoroughly familiar with the organisation s problems and proposed solutions. They have thought them through in depth, produced a design and sub-designs and established their viability through broad implementation planning. They also made a change management design for actually proceeding with the facilitation of the stakeholder enrolment phase. Once they receive the mandate to proceed, they involve stakeholders in the following: Survey iterations Ideally, the initial survey project covered all business units and departments of the organisation as well as representatives from all organisational levels. If not, iteration amongst stakeholders not yet surveyed is necessary. Extending the problem analysis and brainstorming to the lower levels in the organisation can also be useful to highlight gaps in the design test the completeness of the design demonstrate how the design can dissolve their problems enrol the staff in the design. It is also possible that parts of the design or some of the sub-designs need to be reviewed involving more analysis and brainstorming with relevant stakeholders. This typically involves team work rather than survey inputs. Ideal design iterations The aim of design iterations is to involve stakeholders in confirming, extending and amending the design engaging with the design to gain an understanding of its functioning and relevance in general 9

10 exploring the impact it is likely to have on them identifying the specific changes and contributions required from them in accordance with the design. The iterations amend, refine and finalise the design. They also serve to generate stakeholder alignment and support. Iterations continue until the design is widely accepted. Finalising implementation planning Detailed implementation planning resumes once the (sub)design has been finalised, accepted and the according mandate received. This typically involves task teams comprised of relevant stakeholders, facilitated by a member of the design team. Implementation Implementation proceeds according to the implementation plan and its sub-plans. The design teams monitor the outcomes of the change and provide support as long as necessary. The implementation phase is complete when the changes are entrenched in the daily functioning of the organisation and reinforced by regular planning and performance management. As the organisation begins to function as a learning organisation, the previously experienced problems are not recreated and therefore dissolve. Change management considerations of the enrolment phase From a systems thinking perspective, lasting change is the result of stakeholder alignment and commitment. To be aligned, the change must make sense to stakeholders. To be committed, they need to benefit from it in the short or long-term and in one or more dimensions. To achieve this requires stakeholder participation in all phases of the change process. During the enrolment phase, the stakeholders work with, verify or amend the design from their specific perspectives, facilitated by the design team. The design iterations continue until stakeholders are aligned and committed. From a change management perspective, the participation in the design iterations is as important as the actual outcomes of the intervention. As stakeholders engage with the design and its impact on them, their mindsets change and align. The implementation becomes relatively easy - which does not necessarily imply that the change will be painless - once stakeholders are clear about the shared design. Once they have thought through their role in bringing it about and identified the mutual benefits that will be derived from their contributions to themselves, the other parts and the whole. If the design is inspiring, implementation of change can even go beyond what can be planned, as stakeholders become creative. 10

11 Support by BiomatrixWeb BiomatrixWeb provides the following programme support: Programme management support Throughout the programme delivery period, BiomatrixWeb interacts directly with the internal Programme Management Board of the client organisation to customise the programme ensure its effective and systemic delivery meet the agreed upon outcomes according to systemic quality standards. Data integration and support BiomatrixWeb processes the data generated by education assignments and the organisation survey. It integrates and classifies them according to the categories of the systemic design framework and incorporates them into a design notebook for each (sub)design. The design teams incorporate the relevant data into the ideal (sub)designs. Feedback reports Diagnostic report If the organisation survey is conducted by BiomatrixWeb, it provides a diagnostic report of the organisation from a systemic perspective. It also proposes a roadmap of change which represents a customisation of the Biomatrix programme for the client organisation, based on the survey results. If the survey is conducted by the teams as an action learning programme, BiomatrixWeb also adds diagnostic comments Review of team outputs The output of the action learning projects is reviewed by BiomatrixWeb and commented on, based on the consulting experience of its members. Team coaching and mentoring BiomatrixWeb interacts with the design teams to improve their understanding of and skills in systemic organisation development, organisation redesign, change management and facilitation. This interaction involves regular telephone or video-conferencing, but face to face workshops can be arranged. Programme delivery and management The programme is delivered and self-managed by the client organisation through a Biomatrix Programme Management Board. Biomatrix Programme Management Board The Biomatrix Programme Management Board meets regularly to 11

12 guide the delivery of the programme encourage team and organisational learning ensure the relevance, quality and comprehensiveness of the design and planning outputs liaise with top management and other relevant stakeholders. This board consists of the following roles: Biomatrix learning manager This should be the head of the corporate academy or the training and development department who is responsible for the delivery and administration of the education programme quality of the individual and team learning Biomatrix design manager This should be the head of organisational development who ensures that the ideal designs of the organisational facets, their associated change management designs and implementation plans are relevant and comprehensive, ideal as well as practical to implement and internally consistent programme delegates engage stakeholders at critical points in the programme and seek out appropriate mentors and advisors. Biomatrix change manager This should be a representative of top management and a board member who promotes and represents the programme to top management and to internal and external stakeholders communicates the support and concerns of top management ensures that sufficient resources are allocated to the change intervention ensures that the mandate to continue is received at the appropriate stages in the programme enrols stakeholders to participate in the programme generates buy-in for the ideal design and its implementation amongst stakeholders ensures that the design teams have access to relevant stakeholders throughout the organisation for information, advice and cooperation. BiomatrixWeb consultant A consultant who represents BiomatrixWeb ensures the correct implementation and customisation of the programme provides the necessary support and guidance. 12

13 Duration of the programme Depending on the size of the organisation, the amount of time that needs to be allocated can vary considerably, ranging from several months to a couple of years. It also depends on the number of delegates. We recommend a minimum participation of 30 and not less than 25. For individual e-learning, delegates should allocate on average two days per module. For the draft ideal design, change management plan and implementation plan a team should allocate at least two days for each. They also need to allocate time for the design iterations according to the estimates of their change management design and implementation plan. The programme ends with the start of the implementation roll-out. However, continued BiomatrixWeb support during the roll-out phase can be negotiated. Other organisational interventions An organisation transformation changes the way the various functions interact with each other. While this impacts on each function, it does not necessarily change the internal organisation of a function sufficiently to dissolve all its problems. To do so may still require a functional (e.g. process) redesign. The Biomatrix Function Development Programme deals with this. The organisation survey often reveals which business and functional units within the organisation should be redesigned. Thus an organisation transformation and redesign can lead to specific functional interventions (e.g. process redesign). 13