Catalyst for change

Description

A fundamental responsibility of leadership is to support their organisation to successfully navigate OODA loops (Observe, Orient, Decide, Act) to continually learn and adapt. PDSA/PDCA are also applicable, however, starting with "Observe" matches the change journey outlined.

Any scaling endeavour will include the need to adapt from current structures, products and services, behaviours, systems, processes, policies, etc., to an organisation better equipped to thrive in its environment.

This principle intentionally uses the phrase "Catalyst for Change" to move thinking away from leadership imposing top-down, Target Operating Model restructure style changes. Instead, leaders engage broadly, maximise learning and evolve change with those impacted by it. However, they also require the bravery to go beyond "cosmetic makeovers" and instead confront organisational politics and power structures and support the fundamental changes required to optimise their organisation's potential.

Rationale

The Change Perspective section explores the challenges of change and provides an incremental and inclusive approach to guiding evolutionary change. It would be a sad irony if an organisation's journey to greater agility were forced through in a non-Agile style! The behaviour of leadership in supporting the change journey should be seen as an opportunity to lead by example and evolve organisational culture. In a phrase attributed to Gandhi, "Be the change you want to see in the world".

In summary, the approach for "Catalysing" versus "Driving" change has these aspects:

• Inclusive and collaborative - engages the people with the knowledge and who will be impacted by change in the change process, increasing buy-in, understanding and the chances of successful change.
• Start by understanding and analysing your current context - collaboratively create an accurate and detailed map of the starting context and then subject it to deep and critical analysis to generate change options.
• Incremental change through small experimental loops - select promising options and devise small, safer-to-fail experiments to test and learn whilst reducing the fear of change.
• Develop emergent practice through learning, adapting and broadening - adapt or devise new experiments based on learning and broaden change adoption as appropriate.

Related Principles

• Evolutionary over revolutionary change
• Involve those affected by change
• Start small and scale success
• Minimise unnecessary complexity
• Optimise the system of work for the majority of cases rather than the exceptions
• Create the environment for people to thrive
• Foster a high trust environment
• Maximise engagement
• Own your own approach

References

• The Shingo Model
• Lean Change Management