Organizational transformation, radical as it may be, is treated by many organizations as a sort of ‘extra’, an attitude that vastly underestimates the complexity and scope of a transformation program.
This is because organizational transformation is:
- quite unique (generally an organization has little experience with it)
- flexible: it should be as agile as the ever changing environment: ceteris paribus does not exist
- intertwined with business as usual, and can therefore not be handled in isolation (as normal projects)
- like a renovation: you cannot do it partially, and the shop does not close during renovation works
- impacting the people and the organization, who themselves are actor and subject of the transformation program
- hard work.
The complexity of the internal correlations of organizational transformation calls for a comprehensive, systemic approach rather than a combination of incidental actions. The TransforMotivation System offers this systemic approach, being anchored in the 3 motivation factors of humans (purpose, autonomy and mastery). The methodology distinguishes clearly the results which are to delivered, the transformation activities which are to be conducted and the needed support to enable these efforts to deliver the results.
The TransforMotivation System is applied in 4 steps:
During all the phases it is of key importance to communicate to the organization and to share the know-how. This know-how builds up during the process within the various teams working on the transformation program, which is a great asset for an organization. The know-how transfer is therefore a fundamental part of all four steps, to enable the organization to structurally improve the capability of the organization and its people to lead organizational transformation.
Now and in the future. Because change doesn’t stop, and new transformations will be imperative.