Abstract
There is an overreliance on initiating change in the form of projects. This denies potential strategy, increases risk, and generally disrupts operational flow. With the introduction and recognition of more types of change comes the possibility to strategically harness the right type of change that is fit for purpose, and this is just a start to the potential cost saving that organisations can realise. Operational flow is the life blood of an organisation and the way it delivers value to customers. Too many interruptions will not only slow down flow but can stop it all together. This is not a sustainable possibility for an organisation or the smaller units that form it. Strategically using different types of change to increase flow brings a return on investment at the project level and a cumulative ROI overall as flow brought by ChangeOps increases across the organisation in an interlinked system of influence and output.
TopIntroduction
The concept of change as something to be managed is so abundant due to the relatively recent recognition of its existence (last 15 years) in the business context and the basic need for management if we are to effectively innovate in our organisations. This means the concept is young in terms of its understanding of how to manage change, particularly when it comes to mass global events like pandemics, economic crises and others that unpredictably show up and ask a lot of organisations who intend to survive the high levels of change that are implied. This stacks up on top of current external and internal changes that need to occur if an organisation is to thrive. Putting the need of speedy decision making together with the adolescence of change management, we end up with a more reactionary, short term and sometimes vague approach to managing change. Operating models and governance soon get out of date in the best of times, and with the speeding up and amount of change needing to be implemented, it's quickly redundant to the point of becoming organisation debt that holds the organisation back from achieving its purpose. This chapter is looking at how change can be broken into clear components that one can operationalise into an effective system. Where flows of change in the form of communication, knowledge sharing, processes and value chains can be first established and second improved.
To understand a particular topic like change we tend to break it down into manageable chunks, giving the opportunity to look closer and get to the heart of any questions, issues or complexities we wish to understand. At times we can stay too high in our view of the things we are working to clarify, and risk creating conclusions based on not much at all that's truly relevant for creating profound comprehension. On the other hand, getting too detailed means we can miss the influencing factors that form part of the system our diminished view is part of. Forgetting the identity and interconnection of the underlying system is to forget that what we are looking at is intrinsically connected and influenced. An example of this is the way we look at change, if we only see change in a project situation, we lose sight of all the other areas where change is formally and informally taking place within the organisation. If we can see that change is inevitable and everywhere, why not train our staff to embrace change as a way of life while connecting changes in a bedrock of an agile governance allowing us to evolve one organism rather than parts that inevitably stop fitting and in some cases start competing.
We need to holistically see the whole, diving in and out of different focuses to really understand what is in front of us, and how this can build strategic advantage and value for the business. Giving attention to the components that make the whole, and a particular focus on the interconnections between these parts while always making sure we don’t get lost in activities but keep an eye on outcomes, overall purpose of the organisation and value creation for customers. This is the approach taken within this study, first analysing the different types of change and then combining them into a cohesive picture of interconnections with value orientated best practices and methods.
Governance is pretty much out of date the moment it is finalised unless mechanisms are in place to maintain and update it. Creating a lean governance framework will help lessen the burden of updating while enabling agility to change which is so necessary in these times. The agility amongst other traits of governance maintain a more updated status when it comes to governance. This is a large topic in its own right, but for the purposes of this chapter it will be kept to a brief conceptual outline and related to Objectives and Key Results (OKRs) which is a goal framework that is a great example of what lean governance could look like. The end result of Lean governance would always be determined by the organisation, the purpose and needs to realise this. The concept of lean governance is highly tailored to decrease the wastes involved and at the same time promoting a living breathing structure that enables rather than bogs the organisation down with organisational debt.
Key Terms in this Chapter
Business as Usual: Business as usual refers to the normal, ongoing operations and practices of a business or organisation, typically characterised by routine activities, established processes, and the maintenance of existing systems, without significant disruptions or major changes to the standard operating procedures.
Change Operations: The same as ChangeOps.
Theory of Constraints: The Theory of Constraints (TOC) is an approach that focuses on identifying and resolving the most critical limiting factors or bottlenecks within a system or process, in order to maximise overall productivity, efficiency, and throughput.
Goal Frameworks: Goal frameworks are structured systems or models used to define, organise, and prioritise goals within an organisation or individual context, providing a framework for setting objectives, aligning actions, measuring progress, and ultimately achieving desired outcomes by providing a clear and systematic approach to goal setting and management.
Theory of Knowledge: The Theory of Knowledge, also known as epistemology, is a philosophical discipline that examines the nature, sources, and limits of knowledge, exploring questions such as how knowledge is acquired, justified, and justified beliefs are formed, and what distinguishes knowledge from mere opinion or belief.
ChangeOps: The strategic advance created by connecting different types of change into value-creating flow refers to the synergistic integration of various change initiatives across an organisation, enabling the seamless and efficient generation of value by leveraging the collective impact of these interconnected changes.
Community Genograms: Community genograms are visual representations or diagrams that depict the interconnected relationships, patterns, and dynamics within a community or social system, typically illustrating family relationships, social networks, and other relevant factors to provide a comprehensive understanding of the community's structure, strengths, challenges, and resources.
Change Maturity: Organisational change maturity refers to the level of readiness, capability, and effectiveness an organisation possesses in successfully navigating and implementing changes, as well as continuously improving its change management practices and adapting to evolving business environments.
Total Quality Management: Total Quality Management (TQM) is a comprehensive management approach that emphasises continuous improvement, customer satisfaction, and employee involvement in all aspects of an organisation's operations, aiming to achieve the highest level of quality in products, services, and processes.
Lean: Lean, originally derived from the Toyota Production System, is a management philosophy and methodology that aims to eliminate waste, optimise efficiency, and create value by continuously improving processes, reducing non-value-added activities, empowering employees, and focusing on delivering customer value while maintaining high quality standards and reducing costs.
Continuous Improvement: Continuous improvement is a systematic approach and mindset that focuses on ongoing, incremental enhancements in processes, products, and services, aiming to optimise efficiency, quality, and customer satisfaction by actively seeking and implementing positive changes, fostering a culture of innovation and learning, and embracing feedback and reflection as catalysts for ongoing progress.
Systems Theory: Systems theory is an interdisciplinary framework that examines the interrelationships and dynamics of complex systems, considering elements, processes, and interactions as interconnected components within a larger whole, with an emphasis on understanding the systemic behaviour, patterns, and emergent properties that arise from these interactions.
Change Flow: Change flow refers to the systematic and coordinated movement of changes within an organisation, encompassing the planning, implementation, and management of multiple change initiatives in a synchronised manner, ensuring smooth transitions, minimising disruptions, and optimising the overall impact and success of change efforts throughout the organisation.
Operations: Operations, in the context of business, refers to the activities and processes involved in the production, delivery, and management of goods, services, or organisational functions, including aspects such as resource allocation, workflow design, quality control, logistics, and performance optimization, aimed at efficiently and effectively achieving desired outcomes and meeting customer needs.