TRANSFORMATION DESIGN is a new approch to organizational change management. It is based on Design Thinking, Collaboration and Gamification. It is prooven and brings great results in your change initiatives. Try it out.
Transcript of TRANSFORMATION DESIGN
1. HLP entwicklungspartner GbR . Voltastrae 31 . D-60486
Frankfurt . info@hlp-entwicklungspartner.de Telefon: 0049(69)43 00
820-00 . Telefax: 0049(69)43 00 820-10 .
www.hlp-entwicklungspartner.de Dr. Jens-Peter Abresch Fabian Berg
Clemens Frowein TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN Next Generation
Change Management - for Organization-Movers and Lean
Enterprise-Changers 6. August 2013
2. epepepep TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN Change the way you
changeChange the way you changeChange the way you changeChange the
way you change Become a OrganizationBecome a OrganizationBecome a
OrganizationBecome a Organization----MoverMoverMoverMover and
Enterpriseand Enterpriseand Enterpriseand
Enterprise----DisruptorDisruptorDisruptorDisruptor Change with new
spirit ofChange with new spirit ofChange with new spirit ofChange
with new spirit of Design Thinking +Design Thinking +Design
Thinking +Design Thinking +
CollaborationCollaborationCollaborationCollaboration
3. epepepep TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN Transformation and
change management often is planned and orchestrated by experts and
consultants. Managers and affected employees find this quite
normal. But not to involve those who are subjects to the
transformation in the design process already is giving away a huge
opportunity. We learned from the field of strategy with the
approach of Alex Osterwalder (Business Model Generation) , that
this kind of early involvement leads to more successful results
also in change management. Thats why we created a tool and a
process for designing and modeling organizational change to be used
by teams and people with ownership of the transformation. At the
core of this approach is the Transformation Canvas. We understand
this tableau as a common grammar for teams to design
transformation. It is used as a collaborative tool where the team
can work on by visualizing the input. After many workshops and
sessions with the canvas we see that the instrument is highly
effective. It can be used for large scale transformations, for team
based or even individual changes. People are rapidly understanding
and using the tool. It has a huge impact on multiplication and
dynamics of transformation processes.
collaborativecollaborativecollaborativecollaborative
systemicsystemicsystemicsystemic
eeeexplorativexplorativexplorativexplorative & creative&
creative& creative& creative hhhhuman centricuman
centricuman centricuman centric Transformation DesignTransformation
DesignTransformation DesignTransformation Design
CanvasCanvasCanvasCanvas
5. epepepep TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN Vision, Strategy,
Motive, Signification Identity / Mirror of the Self (where we are
today) New Performance/ New Results Affected People/Groups &
Relationships (Target Group of Transformation) New Capabilities
Change Levers & key interventions Roadmap of the Transformation
copyright Set the ambition: Results that improve Tangible
improvements in finance, market impact, processes, behavior How can
we measure and monitor the transformation Measurable results (e.g.
EBITDA); Market and process performance (e.g. T2M); KPIs (costs,
quality, time) Employee related results Intangible results, visible
patters, vital signs Map the System: Affected people/groups/
Stakeholder.. Who exactly is affected by the change? Who gets
touched /who is not? Where do we draw the line? Who are the
stakeholders of the change? Outline the mental framework: feelings
and intuitions that shape our behavior and actions... Who bears the
change? Where is the energy? What mixed emotions and resistances we
expect? What triggers the emotions? What are the limitations of
short-term achievable? Where personal gains or opportunities have
been identified? Who are the leaders and opinion leaders? How are
the informal power relationships? Choose the drivers and key
interventions for the transformation.. What are the smartest
pressure / pain / pull points to trigger the learning process? What
we have tangible moves to leverage the people and the organization
to achieve new capabilities for new performance? Where do we focus
on: people, structures, processes, systems, rules and values ?
Design the architecture: Setup, steering and (reporting) structure
to realize the levers... What interventions such as / when
implemented? (Architecture / Roadmap) Which focus at what stage?
How do we engage people? How do we multiply? What change prototypes
can we build? What methods will work? How do we manage, how do we
support? Who has to do what, more, less, better to achieve the
goals of the transformation What exactly want / need to learn? What
we do not want un-learn? Leadership skills (attitude & crafts)?
System capabilities (IT support systems)? Co-operation skills
(processes, projects, lines)? Chart the course: Where are we going,
the drive and ambition to transform ... Drive and motivation: What
are the reasons for the transformation? Why do we break new ground?
Attractive visions of where we want to be short, medium and long
term? What we want to raise estimates? What are our professional
passions from which we draw strength for the goal and the way? If
we are already at the destination would be, what would that look,
how it leads to? Hold up the mirror to yourself: Where do we come
from? What we can build on? Where we stand today? Calm, respectful
and at the same time unvarnished, honest self-examination? What
abilities and (favorable / unfavorable) cultural patterns we have
today? What is difficult for us? Where are our hidden treasures"?
What are the strengths and weaknesses we work with?
6. epepepep TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN 6 StepStepStepStep
1:1:1:1: SetSetSetSet UpUpUpUp &&&&
taketaketaketake offoffoffoff What is the topic and subject of the
transformation? What is the scope? Non-Scope? Who should be
involved in the process? Prepare the process StepStepStepStep 2222
ExploreExploreExploreExplore andandandand
observeobserveobserveobserve Research, Interviews Hypotheses
Investigate the change culture StepStepStepStep 3:3:3:3: Design,
Prototype, TestDesign, Prototype, TestDesign, Prototype,
TestDesign, Prototype, Test Outline the transformation design
Outline of actions and interventions Prototype the design, test it
Commit on common game plan i.e. roadmap StepStepStepStep 54545454
manage,manage,manage,manage, LearnLearnLearnLearn,,,,
ImproveImproveImproveImprove Plan the moves Interventions and
actions Monitoring/ observation Re-adjust the approach Learn and
acquire new capabilities UUUU----shapeshapeshapeshape
Transformation DesignTransformation DesignTransformation
DesignTransformation Design
7. epepepep TRANSFORMATION DESIGNTRANSFORMATION
DESIGNTRANSFORMATION DESIGNTRANSFORMATION DESIGN Vision, Strategy,
Motive, Signification Identity / Mirror of the Self (where we are
today) New Performance/ New Results Affected People/Groups &
Relationships New Capabilities Change Levers & Interventions
Roadmap of Transformation copyright
9. HLP entwicklungspartner at a glance Dr. Jens-Peter Abresch
Fabian Berg Jrg Eigenbrodt Clemens Frowein Dr. Werner Jung Andreas
Pchhacker Thomas Schmitt We support the management and employees of
companies and organizations in their strategic orientation and
development processes. Our standard for good consulting practice is
to provide an effective and sustainable contribution to enhancing
the capabilities and performance potential of the organizations we
advise. As consultants we always combine specialist competence with
the capability to moderate and steer complex social change
processes. Our advisory services are guided by our personal
commitment and co- responsibility for the success of the joint
work. Overview Establishment 10/ 2010 7 Partners Associated
consultants and comprehensive partner network Joint Venture
Partnership with HLP Swiss Community of Professionals Management
consulting and coaching Aim: High Impact advisory Partners
10. Our consulting approach HLP entwicklungspartner advises
privately-owned companies, public institutions and curch
organizations. Our team currently boasts 7 partners. All the
colleagues are long-time experienced in management consulting. Our
open business model means that we are able to provide our service
with a strong network of consultants and partners. This allows us
to offer customized teams and advisory services to our clients. We
do not aim for the largest possible consulting intervention our
approach is exclusively oriented to the quality of the advisory
service. Our corporate philosophy aims at long-term,
partnership-based client relationships with a high degree of trust
between clients and consultants. We do not sell consulting
products; rather we are integral part of our clients development
processes. Our business is generated less through classical
acquisition but rather through personal recommendation. Our
motivation is a genuine and personal interest in developing the
strategic, organizational and management competencies and
capabilities of our clients with all their idiosyncrasies, their
culture and history, their orientation and aims. Our measure for
the success of our work is the long-term stability of the clients
organization. Our clients value us as a sparring partner and
advisor in their orientation and the design of their processes, in
the professionalization of their project work, in the improvement
of organizational management, leadership and cooperation. Our
consulting approach relies on sustainable common, and also
painstaking, development and transformation. We are neither better
experts nor better managers than our clients. We support
organizations in their development assuming the role of the
external partner, with respect for the capabilities and expertise
of our clients. This also means being at eye level with our
clients, having the courage for critical feedback and appropriate
confrontation, as well as adopting an open attitude to our own
advisory possibilities and limitations. Our experience shows that
we are successful in organizations seeking such a consulting
approach: Clients, therefore, who want to change and who in doing
so desire a true development partnership.