UNDERSTANDING ORGANIZATIONAL MATURITY (Learning Level) FOR BETTER CHANGE MANAGEMENT OUTCOMES.

Transcription

1 UNDERSTANDING ORGANIZATIONAL MATURITY (Learning Level) FOR BETTER CHANGE MANAGEMENT OUTCOMES. Research & Authr: - Dr. Myles Sweeney BA (Psych), Dip. (Mgt.), MBS (Fin.), Ph.D. (Psychl.)

2 THE ORGANIZATIONAL MATURITY INDEX (OMI) OMI was designed t address the significant failure rates that research shws fr rganizatinal initiatives ranging frm standard Organizatin Change & Develpment t mre specific strategic and tactical changes. These culd include M&A, Grwth Strategy, Turnarund Implementatin, etc., t mre fcused initiatives such as intrducing Cllabrative Sftware as an example. The mst cmmn reasn fr such failures is that interventins (Change Actins) are at the incrrect level fr the rganisatin maturity, r that the Organisatin systems can accmmdate. OMI addresses this prblem by ensuring that such initiatives gain tractin by being designed as apprpriate t the levels f functining in the rganizatin as mapped n the OMI learning framewrk. Many years f research and analysis f current rganisatin develpment and learning thery have resulted in the ability t accurately and scientifically determine the rganisatins (r any sub unit) maturity (learning level) as a whle r acrss key rganisatin system dynamics. OMI prvides a nrmative methdlgy t 1) assess levels f functining thrughut the rganizatin, 2) shw gaps between, and within, rganizatins, business units r departments acrss all activities, 3) initiate interventins s that they gain tractin, and 4) guide required develpment and integratin in a manner that is sustainable. The OMI diagnstic framewrk is as fllws: Nte: Stages f learning described frm varius schls f Psychlgy, ranked in rder f increasing integratin 15 stages f learning split between 2 Divisins: Integratin At these levels develpmental initiatives if deplyed with gd changemanagement prtcls shuld achieve tractin and desired results. Disintegratin At these levels develpmental initiatives if deplyed at the incrrect lever r with less than excellent change management will nt gain tractin and mst likely degrade the system further. If nt addressed as a pririty, will cntribute twards failure. Integratin refers t the ptential t take n bard change, develpment initiatives, grwth strategy, etc., and the nging alignment f all resurces/initiatives/prcesses within an rganisatin t drive rganisatin-wide strategy Many crprate failures have ccurred where results had given the impressin f a successful rganizatin, where this metric wuld have revealed critical dimensins perating at disintegrative levels The mre rganisatinal dimensins r dynamics measured in the INTEGRATION side (level 6 and up), the fewer critical issues t be addressed.

3 OVERVIEW f the LEVELS f LEARNING: Descriptin f Habituated Stage Descriptin f Develpmental Phase INTEGRATION DIVISION where the initiatives in place will be suitable and guiding the rganizatin tward rganizatin-wide effectiveness Sustainable Leadership (12) Leadership (11) Sustainable C.A. (10) Cmpetitive Advantage (9) Sustainable Cmpetitiveness (8) Cmpetitiveness (7) Learning (6) Trusted Brand, Market Leader, Cntinuus Innvatin and change etc. Leadership psitining in the sectr and beynd, giving directin t the marketplace and beynd. Hwever, habituatin brings the risk f a bias t cnstantly lk internally fr slutins rather than refreshing the system frm utside Organizatinal Advantage with failure t take macr-systemic Leadership. The rganizatin is well managed and has uniqueness but has nt yet achieved leadership r brand leadership. Innvatin that lses awareness f market, external change, etc. Neglect f R&D, innvatin, etc. Perfrmance becmes a matter f discreet cntests rather than integrating strategic grwth A bias t prcess and prcedure rather than the next level f market fcus and the rganizatin never becmes adaptive enugh Regularly diagnsing rganizatinal functining & reinvigrating the phases Peple frm the rganizatin, as well as the brand, assume leadership psitining within the rganizatin, within the sectr and in the brader wrld at large. External envirnment t be scanned and new bld intrduced regularly Systemizing t supprt innvatin etc., maintain quality & manage directin, Self-Organizatin Systemic Self-Engagement, Innvatin, Empwering game-changing cnnectedness, etc. Systemizing Cmpetitiveness thrughut the rganizatin Custmer-Care Excellence internally and externally, rganizatinal results cmparable with the cmpetitin Embedding all f the prcesses and prcedures needed t re-enfrce the strategic plan and future develpment thrugh the phases

4 OVERVIEW f the LEVELS f LEARNING (cnt d): Descriptin f Habituated Stage Descriptin f Develpmental Phase DISINTEGRATION DIVISION where integrative initiatives wuld nt achieve tractin. Change (5) Destabilisatin (4) Stabilisatin (3) Critical Divergence (2) Critical Dependence (1) Insulatin /Incubatin (0.n)p Intrducing new prcesses, training, etc. which are neither part f a viable strategic plan nr visibly grwing the rganizatin twards Sustainable Cmpetitive Advantage An internal frictin that never integrates int a drive with ptential fr grwth. Dissenters are biplarized & degrade, r they leave A niche is allwed t shape the rganizatin t suit its needs. If the niche changes, degradatin t a chatic stage ccurs Chasing pprtunities that may nt yield strategic value r ptential fr sustainable cmpetitive advantage, churn, burnut Dependence n a singularity - custmer, financier, etc., r deference t a leader r influence (Grupthink), limits grwth creates bundaries & cmpetence ceilings Failure T Launch, etc. Training and persnal develpment are established that will ensure that the cmpetence requirements f a strategic plan are in place; learning frm pilts, etc. Allcatin f resurces, psitining key peple, pssible pilting, etc. Getting peple n bard with the grwth strategy, taking stck f prgress frm the pprtunistic phase, planning fr resurce allcatin in the next phase, etc. Strategic Delegatin t a netwrk f key peple with the credibility t leverage change & grw beynd critical dependency, diversify, strategic pprtunism Depending n the dimensin this phase means attaining visible leadership cmmitment t a plan; winning a flagship custmer; launching a strategic prduct, etc. Planning prgressin thrugh the phases Inertia (0) Deadwd, Switched ff peple, etc. Critical mass f peple make a reslved decisin t stp what is damaging the rganizatin r hindering its prgress Black Hle (<0) Prjects with n ROI, sunk-cst effect, Milking the system

5 HOW TO ORGANISATIONS CAN USE THE OMI Based n yur rganisatins assessment (n-line diagnsis), a diagnstic dashbard and reprt based n the OMI findings can be prduced. This reprt segments the findings in 3 Sectins, gruped per level f pririty: Sectin 1 - Immediate Interventins required. This sectin addresses the mst urgent diagnsed rganisatinal issues t be addressed thrugh targeted interventins in rder t ensure that yur rganisatin develps twards integratin. This sectin is applicable when rganisatinal dimensins are diagnsed as currently perating within the lwer stages f the Disintegratin divisin f the mdel, and highlights the levels f learning that need t be addressed as a pririty in rder t ensure slid fundatins fr grwth. Sectin 1 is a platfrm n which rganizatin-wide engagement is built, and may cncern e.g., planning, engagement f leadership, management and key peple. This sectin ensures that all dynamics are perating at Phase 2 as a basis fr the Sectin-2 prgramme, and cmprises: an verview f yur current levels f learning the ratinale behind the selected interventins identified as a pririty ften, but nt always, a sample interventin recmmended t address ptential issues at the current levels f learning, t be further discussed with yur external OD cnsultant Sectin 2 - Next Step This sectin addresses the subsequent rganisatinal dimensins t be cnsidered as a Next Step tward implementing and prmting sustainable integratin s that the rganizatin is internally fit fr effective engagement in the marketplace in Sectin 3. This sectin ensures that all dynamics are perating at Phase 5 and cmprmises: an verview f the indicated levels f learning t be cnsidered fr interventin nce the elements/issues in Sectin 1 have been addressed. the ratinale behind the selected interventins, identified as a next step ften, but nt always, a sample interventin recmmended t address integratin needs at the these levels f learning, t be further discussed with yur external OD cnsultant Sectin 3 - Wrking twards rganizatinal advantage and Sustainable Leadership This sectin addresses the remaining rganisatinal functining s that are currently perfrming at integrative levels, t be cnsidered in the future in rder t sustain rganisatin-wide integratin. This sectin deals with Sustainable Cmpetitiveness, Organisatinal Advantage thrugh t Sustainable Leadership and cmprmises: an verview f the indicated levels f learning t be cnsidered fr interventin nce the elements/issues in Sectin 2 have been addressed. the ratinale behind the selected interventins, identified as a final sectin f the O-D prgramme tward rganisatin-wide integratin and effectiveness. ften, but nt always, a sample interventin recmmended t address sustainability needs at the these levels f learning, t be further discussed with yur OD advisr