The challenge:
After decades of change and transformation initiatives, you may regard the results and impact as disappointing. The main challenge is that efforts have focused on processes and techniques within organisation constructs that were immutable. The possibilities of the change were inevitably sub-optimal and constrained.
Yet, it is not time to invoke change fatigue, admit that the leaders have run out of fresh ideas to steer change in a new way, or place all the investment in the latest fad instead (e.g. AI).
It is time to take a new look and see how to connect the organisation differently, in alignment with its value creation (i.e. value streams), which will allow much better and faster collaboration, enabling true ownership, better customer knowledge and faster iterations of capabilities. Those fundamentals have not disappeared from your business, and AI, will not make up for them.
Henko's differentiated approach:
Such programmes are complex and for the long haul. Organisations have inherent inertia. If the change ambition is too big, many loose ends will add up and paralyse change. If the scope is too limited, change will never catch enough of a systemic momentum to address constraints and contradictions. There is no perfect recipe or forcing change, the change ‘alchemy’ will be unique to every organisation.
Henko’s approach articulates around key principles:
We do not believe in ‘resistance’ to change and see it as an excuse to badly designed change. We understand organisational inertia, and a key consideration of change is designing how we overcome inertia continuously.
There is no big transformation. Change is continuous, and we balance what can be reasonably dealt with and the systemic impact made.
The leadership in place owns how the organisation governs itself. We develop the leadership that develops the solutions. This stance reinforces the efficacy and sustainability of change.
We deploy light-touch interventions from the System for Continuous Change, which gives dynamic flexibility and considerably reduces change costs.
We offer simple change packages, including:
Initial assessment, change strategy and incremental deployment design,
Full support of coherent deployment of workshops, leadership coaching, team & system coaching, change spirit development and training,
Executive and leadership-team assistance programmes,
Other peripheral support, especially in people and culture that can help the change.
Such interventions are a complex mix, and we recommend that you get in touch to design an initial assessment and increment design.
Expected outcomes:
Establish the alignment of the organisation to the flow of value or value streams,
Establish the supporting team topologies,
Evolve the operating model to support new collaborations,
Stimulate intentional teamwork collaboration and develop the systemic leadership to operate effectively in such a new environment,
Establish a collaborative model for excellence in and across the value streams,
Establish a distributed model for strategy, with consolidation points for holding coherence across the organisation.
Case study:
Please see a 20-minute video case study of such a whole-encompassing programme that we progressed with one of our clients and presented at SEACON 2024.
Your next steps:
Such programmes of change are generally highly complex and we recommend booking some time to discuss your situation to tailor an approach that works for you.
In fact, we would even recommend that we start with a short engagement to bring new perspectives to your landscape and design a starting increment, increasing your chances of success.
If you needed some motivational speech and shared experiences to kick-off an offsite or animate an all-in, we can accommodate keynote presentations too.
