Underlying assumptions of our recent management model transformation projects:
- Organizations are “systems”. So they have to be transformed as such. Thus, finance people cannot do it alone. (And it's actually much more fun approaching change holistically.)
- A systemic view of the change process: don't plan too far ahead – follow the energy!
- “It's all about human nature”. Apply “Theory Y” rigidly!
- Abolishing budgets is 0,5% of the project (and not the most difficult bit). Creating an entrepreneurial devolved network is key to the “new” model. Which means changing hundreds or thousands of mindsets.
- People in the organization have to do this themselves! The role of consultants and change experts: give advice, don't make decisions or start “implementing” for the client.
- Everyone's communication styles and behavior patterns must change. Transformation thus requires “people” specialists, coaching and some training.
- “Mature” cases and the model itself are key to making the vision palpable. But it is equally necessary to apply more “emotional” techniques and metaphors.
- “Community” is a foundation to successful implementation, because it provides orientation – the BetaCodex Network is the cornerstone of this community
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