How to decide and design transformational change in contested circumstances
Yesterday we presented original research into deciding and designing contentious transformational change to a leading field of academics and CEOs.
Our research:
1. Widens understanding of the utility of logic modelling beyond that of popular log frame-based theories of change.
2. Tested a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it
3. Fills 2 important gaps in the published body of knowledge relating to use of the Theory of Constraints Thinking Processes.
Our findings are replicable and relevant to any organization needing to take a fresh look at:
1. It’s purpose or relevance.
2. A wider problem situation wherever conflict is experienced.
3. When planning change in complex situations which rely on cooperation and collaboration with interdependent others.
Our client wanted:
1. A way to confront reality anew
2. New strategic clarity and purpose which would enable confident, transformational change which would put the organization in charge of its own destiny
3. Confident answers to extraordinary strategic questions.
4. A process which achieved the above goals AND
1. An aligned Board
2. An aligned management team
3. No unresolved conflict.
The result of this work was:
1. We delivered on all accounts
2. Our client confidently made a number of very tough decisions.
3. Our client co-presented our research and is a named author on the paper.
The process we used is the one we use with all clients. It's replicable, and you can use it to.