Published in 2018, the OpenSpace Beta approach to transformation, developed by Silke Hermann and Niels Pflaeging of Red42, has been the world’s 1st method enabling organizations to undertake transformation, from command-and-control (Alpha) to decentralized (Beta), within a few months, reliably. OpenSpace Beta is not simple: It unleashes complexity and peer-based organizationnal development. It tackles transformational change in a time-boxed manner, setting the transformation period at 90 days. Somewhat counter-intuitively to anyone used to change management methods, the time-frame of 90 days works for small organizations and large ones alike, regardless of industry.
In order to avoid over-simplification, it should be remembered that every transformation with OpenSpace Beta in a company (1) has its own, individual process dynamics within the overall approach, (2) leads to individual organizational solutions that must be developed by the players themselves, (3) involves a substantive conceptual and a intense social process that are highly contextual and individual.
Yet, in spite of the differing characteristics in each transformation with OpenSpace Beta, certain patterns emerge in all or the overwhelming amount of cases that are of interest, we think, to academics and practitioners alike. In this research paper, we outline 14 patterns we identified during our case work. This set of patterns is not exhaustive, but is intended as a starting-point for further research into Very Fast Organizational Transformation.
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