Guy Laurence – Culture Change Through Renovation

Guy Lawrence – former CEO at Vodafone – tells of an organizational transformation effort that is intrinsically tied to office renovation – he says: “Conventional offices and working is dead”.

A Simple Recipe: Death to cubicles and offices

  1. Buy everyone in the company a cell phone and a laptop.
  2. Remove all offices and cubicles. Open plan office with desks.
  3. Remove all personal material so that every day starts fresh
  4. People sit with the people they need to work with that day.
  5. Meeting rooms are just for meetings of 6 or more people.
  6. Build coffee shops in in the center of each floor to create a “buzz”

Innovation & leveraging Gen Y

The motivation for undertaking these sweeping changes is to have people from Generation Y (born after 1982) actually want to work at Vodafone. A basic requirement here is that the tools they get at the company are as good or better than what they have personally. Nobody wants to use an infrastructure that sucks but for Gen Y this is a real problem.

Gen Y work on a collaborative model and do not tolerate a dominant hierarchy. Their employee engagement score plummet and they quit in droves.

Subversion of Management Hierarchy

A central part of the plan is to put the organizational hierarchy in the background and push communication and decision-making lower down in the organization. Part of the idea of getting rid of offices is to reduce the power differential between managers and subordinates. Guy reported that 49 of his 5000 staff did not make the adjustment to this brave new world.

The net of all this is to create a place that can rapidly respond to changing events. To use open networks of communication to tap into people’s creativity.

Video of Guy’s Talk at Google

What About Teams?

I am curious about teams in this brave new world. Agile Software Development and many others observe that building stable teams is a great recipe for high performance. My suspicion is that this model would be further enhanced by having a clear role for teams.

Curious About Culture

One thing very interesting is that Guy is leading a cultural transformation without clearly outlining the culture of the organization the way many other great organizations such as Zappos do. Instead, he uses simple rules to subvert traditional corporate behaviour. I imagine that this type of transformation could be even more successful if accompanied by an explicit culture model.

What’s next? Rogers Media/Telco!

I have been involved with Agile at Rogers (based in Toronto) on more than one occasion and it is by and large suffering from the typical culture and bureaucratic challenges of any large organization. I have been wondering what hope there is for the organization to truly transform without top-level leadership in a new direction.

Guy starts at Rogers in December, 2013.I am truly delighted to see that he will take steps towards a people-friendly work culture. I am also very curious to see if he will be able to overcome deeply entrenched resistance to change. Go Guy, GO!

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How Change Initiatives Damage Organizations and Fail

Change Initiative - ForcesA simple (and misunderstood) way people think of their change initiative like this:

Their organization is just sitting there, ready to change in wonderful ways. We just have to tell people how great our new initiative is and they will be lining up to learn more and make things happen. Right?

Unfortunately, organizations are complex adaptive systems with their own dynamics and forces at play.

Note: we could be talking about the whole organization, a group, or a team here.

Forces Acting on an Organization

In the following diagram, I will use the word Culture to capture the existing forces at play in an organization. The real situation will be of course much more complex with various attractors influencing the system in different ways, but this will reveal the essence of what I have seen with change initiatives around Agile.

Forces on Org Change

 

Some remarks on the diagram:

  1. It is difficult for a change initiative to make real progress if it runs against the culture of the organizations (as is usually the case with Agile). It’s like trying to roll a giant boulder up hill.
  2. When forces pull an object in different directions, the object is under tension. Too much tension and the organization will be damaged (red squiggles). So, when you notice resistance, applying more force will damage your organization. A few weeks ago, this simple explanation helped a client reduce tension by shifting the blue rather than adding more green.
  3. The change initiative will eventually fail. Why? Energy is required to keep the change initiative going. Eventually, people will just declare victory or give up and move on to the next initiative. At this point the boulder rolls down the hill, crushing supporters of the initiative on the way.

Rolling Rocks Downhill

Rolling down hill - culture A much better way to go about this is to forget about change strategies and work on an organization’s culture so that it moves the organization towards the desired outcome without conflict. This is of course a vastly simplified version of reality, but it helps us stop and consider the root cause of dynamics and forces in an organization.

Acknowledgments

There is a great exercise on force-field analysis called “May the Forces Be With You” that I learned from The big book of humorous training games.

Olivier Lafontan wrote the insightful post Being an Agile transition coach feels like Sisyphus that inspired the boulder in my narrative.

The phrase “Rolling Rocks Downhill” came to mind from Clarke Ching’s new book by that title.

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How to Build a Culture Bubble

The post is about how one can create a bubble of a new culture inside of an existing organization. For example, this may be used by a group interested in developing an innovation and learning culture inside a typical bureaucratic organization. This post is a continuation of my earlier post on how to Build Culture Adapters to Avoid Agile Failure.

I realized that I have drawn the diagram below dozens of times with clients, prospects and colleagues over the last year and realized other people may be interested in it.

The drawing below shows the hierarchy of a typical organization with a dominant culture (in blue) and a new culture bubble formed (in green).

Leader growing different culture in org hierarcy

Given the nature of a power hierarchy in traditional organizations, a leader/manager can induce a culture shift in the organization that reports into her. See Transformation? Leaders Go First! for an explanation of how leaders can support a transformation process.

It is of course, critically important to build adapters around your bubble so that it can safely interface with the rest of the organization and avoid trigger the attack of organizational anti-bodies.

A final comment is regarding the cooperation of partner groups (in light blue) that are tightly bound to the same customer value stream. The close cooperation required for success necessitates a higher level of alignment. This means that the partner group must either help lead the culture change (and go green) or at a minimum be neutral (as show in light blue).

In a software context, a very tight relationship exists between the product and development groups since they need to work together to create customer value. A common pattern is for the green bubble to be the development and the blue bubble to be product.

When and How to Use This Diagram

I typically draw this picture and provide this explanation when socializing alternative approaches to Agile. In virtually all cases, the change agent leading the Agile initiative is not the CEO and does not have a span of control or influence over the whole organization. It is usually the case that typical “modern” management practices are in place that are regressive and hostile to fostering an Agile culture. So most leaders have the option of sticking to the adoption of practices that are consistent with the existing organizational culture or undertake a transformation of their group to realize a new culture that is supportive of Agile.

It is of particular importance, that as an external change artist, we are fully respectful of our client’s wishes and intents. It’s their organization after all. For some coaches this means letting go of the dream of helping the organization move forward on the road towards an Agile mindset – or “real” Agile.

Related Work?

Some time ago I shared George Schlitz and Giora Morein’s Agile Enablement Battlefield model to help understand how a transition is progressing. I am no longer a big fan of the metaphor of war, however, the notions of “fog of war” can be helpful. As well, I have seen increasing danger and harm caused by wolves in sheep’s clothing. These are the folks who say they are on board and go along with changes, but resist in passive ways. Of course, this is a natural and understandable response to coercion. If we really want to change our organizations then coercion is a tool that we need to leave behind.

Acknowledgments

The basic ideas of managing gaps in culture comes from William Schneider’s book How to Make you Culture Work. Many thanks also to all the various workshop participants who validated that these patterns apply.

 

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Build Culture Adapters to Avoid Agile Failure

The purpose of this post is to explain why building culture adapters around at team or group is a good idea. It is important for me to revisit this topic from my book and conference presentations since I have learned something new and wanted to share it. All but the last section is an excerpt from my book.

It is by now well known that Agile is a mindset and culture system and that it is incompatible with most organizational cultures.

Let’s talk about one way of moving forward with Agile – building adapters. This is an effective approach when the span of control and influence of the leadership does not cover the whole of the organization.

Start with A Successful Agile Team

A very powerful way to think about introducing a foreign culture such as Agile to an organization is through a cellular model. Consider a successful transformation of one team or group to Agile. This may have been a special pilot project with all the people keen to do Agile.

Imagine that the team is very excited about the new way of working. The team exists in the context of some other culture.

Team+Culture - 1 Cell adaptor Model

The team is not that excited about all of the organizational barriers and limits on productivity and success. So, what typically happens is they start to push back on the needs and requirements of other groups that are not adding value to the team and to the customers.

Attack of the Organizational Antibodies

The result sounds like a B-movie: “Attack of the Organizational Antibodies!” In the human body, we have antibodies (Killer T-Cells) that are designed to eliminate foreign elements to keep us healthy. In a similar way, organizations will react to the introduction of a foreign culture system such as Agile. These are the elements that work hard to preserve the status quo.

Team+Culture - 2 Anti-bodies

Build Culture Adapters

The movie doesn’t have to have a bad ending. One common pattern is to build adapters or translators around the foreign culture so that it fits within the overall culture. These are depicted in the diagram below as shapes surrounding and protecting the team. In this situation, the adapter allows the team to blend in with the overall organizational culture and avoid triggering the antibodies.  It looks like this:

Team+Culture - 3 Barriers + Adapters

In practical terms, the adapter could take the form of a Microsoft Project Plan that has no value to the customers or team but is required by the organization. Another might be team use of a peer-based review for merit increases that still gets submitted by the manager since the system requires input only from her.

This sounds like a lot of effort! Is it worth it? The value is equal to the benefits derived from Agile less the cost of adapter maintenance. Assuming there is good value in the team’s new state of functioning, then sadly some of that productivity will be lost maintaining the adapters. But this is a much better situation to be in compared to getting attacked by organizational antibodies. The adapters are part of the cost of doing business. Like taxes.

Lean differentiates between different types of waste in organizations. Type I Muda (waste) are non value added tasks that are required at the current time. Type II Muda are non value added tasks that can be removed immediately. Maintaining the adapters is type I since the environment requires them.

The model above points a way to success with Agile transformation – it is possible to transform one team or group provided that care and attention is provided to satisfying the requirements of the larger organization. It is a feasible strategy to consider this a first step before a wider organizational change initiative.

THIS WILL EVENTUALLY FAIL!

The adapter strategy is not sustainable in the long term. Why? Eventually, the manager of this group is going to leave and a new manager will be selected. The new manager will typically be chosen to reflect the host organizational culture and will become a powerful attractor for the host culture. An then Agile gets dissolved or neutered. And the people who love working in this new way to deliver great products quit the organization and go work somewhere else.

At a number of conference presentations, I presented the arguement that no responsible manager should undertake using this pattern since it is ultimately doomed to failure. And this is my mistake. I was wrong. Sorry.

But that’s Good! (My New Insight)

I was at a client earlier this year and this topic came up. As I have been working very hard on supplicating and having compassion for the organizations I coach, I noticed something interesting. This particular organization was focussed on short term results and not long term results. (Yeah, I know this is a losing strategy but it’s their culture not mine). So, in the context of their organizational culture is was not only acceptable but highly desirable to do something that will work in the short run but fail in the longer term. So, if you are a manager in an organization that is fixed on short-term results, then the adapters are a truly great strategy to use with a clear conscience. Happy trails.

 

 

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Connecting the Dots on Agile, Org Culture, Personal Growth & Temenos

A friend of mine asked me what is going on with all this touchy-feely people and personal growth stuff – “What’s it got to do with Agile?” My answer: everything! So this post ties together: Agile, High-Performance Culture with People skills and Temenos Workshop among others.

Here is my current roadmap of focus areas related to rebooting organizational culture:

Culture Reboot Roadmap

 

The arrows indicate support. For example, People Skills such as communication models lead to Relational Flow where people trust one another and are emotional supportive. This in turn leads to or supports High Performance Culture.

High Performance Culture is the Goal, but Need to Focus Elsewhere

My goal is to help organizations develop high performance culture through the creation of environments where people can bring their best every day. We can see there are a variety of things to focus on that will lead to support this goal.

Let’s take meditation as an example. There is no direct connection to high performance culture – it’s indirect. But in my experience it is 100% relevant and salient for bringing about a sequence of changes that support the goal. So, we need to focus on the things that will lead to a great culture and the ensuing results. Of course, there are many routes and practices – so nothing is mandatory: meditation works for me, but you may have an alternate route to personal growth.

This is not an exhaustive map of all the elements that lead to High Performance Culture – for sure there are lot’s of things we could add. My purpose in creating and sharing this is to create a call to action to focus on these or related elements so that we can really help organizations succeed.

Examples of Posts on these Topics

My hope is that you are curious about some of these content areas, so I will share some of my blog posts for further reading.

What is High-Performance Culture?

Relational Flow

People Skills

Personal Growth

Organizational Transformation

Agile Transformation

Transformational Leadership

Temenos Workshop

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Create Authentic Connections with Influence Maps

(Joint post with Olaf Lewitz – Temenos Series)

In the course of our lives, we all encounter events that shape us, allow us to change and grow, that have made us who we are. We don’t tend to acknowledge or appreciate these events, and we rarely share them. Understanding our own path, reflecting how we became who we are, which influences determined what we value and what we want, is a powerful source of personal growth. We better understand our own unique identity, our relationships with others and the related emotional baggage to the load we carry around in our lives.

Influence Maps is the module in a Temenos lab that allows you to reflect, visualise (map) and articulate your personal history, and share it with the group—as detailed and deep as you choose to. Like every Temenos module, Influence Maps works on its own, too.

Influence Maps

Influence Maps (the key/main part of a Temenos lab) are used in group workshops to:

  1. Create deep personal learning and growth,
  2. Connect with other participants and develop a deep level of trust,
  3. Allow ourselves to be seen and accepted as human beings,
  4. Create the opportunity for participants to heal one another’s emotional wounds.

An influence map is a visual depiction of the influences in our lives that have led to us becoming the person we are.

The diagram below shows the main elements of Influence Maps and how the Tememos container serves as a safe and caring environment.

Influence Map Infographic

Influence Maps help you understand and appreciate your past. This will hurt as you share past trauma, and makes you ready to be healed.

The healing and personal growth results are emergent from the container we collectively create. A high-quality container will lead to a myriad of opportunities.

Don’t mistake the Temenos’ healing effect with therapy. While we all have our unique history and individual and specific things we did and had happen to us, the strategies we use to deal with them tend to show common patterns. Many people who lose a dear person, for example, go through a stage of denial. Through sharing our history we create resonance with others who’ve been employing similar strategies.

“People heal from their pain when they have an authentic connection with another human being.”

Marshall Rosenberg

Example Influence Maps

Before we explain the workshop setup and mechanics, here are some example influence maps.

Michael explaining his Influence Map

Michael presenting his Influence Map

Olaf explaining his Influence Map

Olaf presenting his Influence Map

As influence maps are a creative expression of one’s identity, there is no one “right” way to do them.

Workshop Setup

Trust. Safety. Caring. These are the properties that participants are asked to create and nurture in a Temenos. The role of the facilitator is to work with participants to have these properties rapidly emerge. For example, supporting and encouraging vulnerability so that we can speak about the issues that shame us and hold us from our potential.

From our experience, the group size should not exceed 6-8 voluntary participants who are interested in personal growth.

Workshop Mechanics

The first exercise in a Temenos lab (and the one taking up most of the time) is drawing and sharing of Influence Maps. The process is very simple:

  1. Introspect: Through a guided meditation with music, we ask you to reflect on your life. Use your timeline to guide your memories. Imagine a trusted friend asked you: What do I need to know about you that will help me understand who you really are? Ask yourself: What about me do I not dare to tell anyone? How much of that might I be willing to share to understand myself better?
  2. Visualise: Each participant uses a large flipchart paper and creates their life’s story with an eye towards defining moments and key influences. Many people find it useful to draw a timeline, but any expression of your deepest self will work. It’s not about the drawing, it’s about the story you tell.
  3. Articulate: Participants take turns telling their stories through their influence map. Before any person shares their story, another participant will set the stage for her, to initialise the Temenos: “Sit down, slow down, breathe, and focus on the whole person who will present herself.” Then share your story with the group. The group will help you understand yourself better: You mentioned <…>. Could you slow that down for us? How did that make you feel?
  4. As a member of the group (or a facilitator): Observe for patterns. Participants are able to help each other learn and heal in two ways. When we are similar in a trait, we can see ourselves better through the other person. One person struggling with a loss will be able to help another: “If you can forgive yourself for doing <…>, I can forgive myself for doing <…>”.  An example from a recent Temenos: “If you can forgive yourself for being an average parent and making mistakes, then I can forgive myself for doing the same.” When we are dissimilar, we can see what is missing in ourselves or help others see what they may be missing.

At least two people in the group should know how to ask open (coaching) questions.

The Influence Maps add depth to the Temenos. Without them you will still identify improvement options, and have less probability for moments of true transformation.

Healing Conversations in Buddhism

Thich Nhat Hanh  has this to say:

Deep listening is the kind of listening that can help relieve the suffering of another person. You can call it compassionate listening. You listen with only one purpose: to help him or her to empty his heart. Even if he says things that are full of wrong perceptions, full of bitterness, you are still capable of continuing to listen with compassion. Because you know that listening like that, you give that person a chance to suffer less. If you want to help him to correct his perception, you wait for another time. For now, you don’t interrupt. You don’t argue. If you do, he loses his chance. You just listen with compassion and help him to suffer less. One hour like that can bring transformation and healing.

Testimonials

Inspiring, Healing, Present. Michael’s presence facilitates the creation of a strong container to support making the connection from the heart, not the mind. The influence map is a powerful tool for building connection.” – An Agile Coach

Moving, Revealing, Balancing. I found that deep connections to other human beings can be found and made a lot more often than I expected. A safe space was created and held all the way through it.” – Melanie Meinen

Origins of Temenos

Michael-Siraj-OlafTemenos is a special kind of experiential laboratory (usually delivered as a weekend lab) that Siraj Sirajuddin has created over many years integrating diverse influences such as Buddhist, Islamic, Jesuit and Hindu spirituality, mythology and Jungian psychology. He’s been using these labs to support lean and agile transformations in his practice as an Organisational Transformation Mentor.

 

Upcoming Workshops

Ping us if you are interested.

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Diverse Paths to High-Performance Organizational Culture

There is no single path or prescription for high-performance organizational culture. Increasingly companies are abandoning the traditional “modern management” practices developed for manufacturing and are moving to post-modern approaches that reflect the changing face of work and  the needs of knowledge workers.

In this post, we compare and contrast five organizations that have moved beyond traditional (archaic) management practices: Zappos, Valve Corporation, Semco, Netflix, and Beyond Budgeting Companies. The results are shown in the matrix below using Harvey Balls:

Comparison of High-Performance Organizational Cultures

As can be seen that for many aspects these organizations, there is no single best way. It can be seen that there are many paths to effective organizational cultures. At the level of individual practices we can see that there is great diversity.

Customer Focus and Engaged Staff

There are two very powerful common threads that emerge around these organizations: customer focus and engaged staff. Although each organization has a unique cultural operating system and supporting practices, they all share this commonality.

Organizational Coherence

Each organization has a powerful driver for coherence around values and behaviour. We consider each of the methods identified in the image below to be roughly equivalent in the sense that perform the same function – namely organizational coherence. In other words, simple rules of behaviour in one organization may be functionally equivalent to values in another organization in terms of it’s ability to guide and unify. Each organization has different values and principles, so this would suggest that there is no one path to success.

Values

Future Investigation

The diagram below is a brainstorm of additional organizational aspects to consider as well as other organizations the have characteristics of post-modern thinking.

Organizations and Aspects

I have recently discovered that Lululemon is another example of break-through organizational culture.

Acknowledgements

I would like to thank the participants in this session: Don Gray, Claudia Melo, Jens Coldewey and Diana Larsen. I would also like to acknowledge the financial contribution of the Agile Alliance for sponsoring this workshop through the Supporting Agile Adoption Program.

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Workshop on Characteristics of High-Performance Organizations

At Agile Tour Toronto last November, I conducted a workshop to get crowd-sourced research into high-performance organizational cultures. The purpose of this workshop was two-fold. First, to understand similarities and differences between organizational cultures. Second, to see if case-studies of high-performance cultures would resonate with Agile-oriented people.

The companies that were selected for study were:

  1. Zappos – amazing customer service
  2. Valve Corporation – everyone responsible for finding a project to contribute to (no hierarchy)
  3. Semco – where people pick their own salary and people choose their managers
  4. Netflix – where staff are managed like a professional sports team – only the best and non-performers are cut
  5. Beyond Budgeting – OK, this isn’t a company, but we used the composite characteristics of companies that move to decentralized control. It’s more about leadership than budgeting.

Each group was given a case study, and asked to summarize the following:

  • Key Organizational Characteristics – What did the organization pay attention to and how did it structure itself?
  • Business Benefits – What material business results were observed in that organization?

Happy Customers and Engaged Staff

When asked what the key benefits these companies found from their high-performance culture the aggregate results across all companies were happy customers and engaged staff. See image below. We played a short version of the game of 35 to arrive at this result.

Key Benefits of high-performance cultures

 

With regard to the second goal of the workshop – the workshop participants were very interested and several indicated that they found learning about these cultures as valuable for understanding how to progress with Agile at an organizational level.

Zappos Characteristics and Benefits

I have photos of the results of some of the groups, but the lighting was terrible so it’s really hard to read. Below are the results for one group that was working on Zappos.

Characteristics:

  • Focused on long-term vision
  • Customer oriented
  • Fun and a little weirdness
  • Team communication
  • Personal and professional growth

Benefits:

  • Delighted and repeat customers
  • Employee retention
  • Long-term growth
  • Positive financial outlook
  • Better ROI

Acknowledgements

I would like to thank all the participants for working together to understand each organization’s structure and to identify the key benefits. Based on the ratings and comments, it looks like people had fun.

I am very grateful for Thiagi for showing me how to create a great workshop out just some handouts so that I can get out of the way and let people learn directly.

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Lululemon – A Stellar Example of Break-Through Organizational Culture

Christine Day, the CEO of Lululemon, gave a compelling account at the Toronto Board of Trade of how Lululemon uses culture as a core competitive advantage. It is woven into the fabric of every interaction and decision, not a bunch of meaningless posters on the wall. Sadly, there is no book yet. But when there is, I believe it will have greater impact than Tony Hsieh’s Delivering Happiness – a landmark book on organizational culture.

Below are my notes from the session.

Lululemon Culture - Christine Day

 

Lululemon shares some characteristics with other break-through organizational cultures:

  • Focus on the long term success
  • Compelling shared vision – “elevate the world from mediocrity”
  • Little or no organizational hierarchy. e.g. Stores drive activity, not head office.
  • Focus on people and their development
  • Having a compelling Why? See their manifesto
  • Coherent and compelling company culture. See some slides to get some more flavour of this.

There are two elements that I notice are unique and striking about Lululemon culture.

Values Value Chain

The first is the focus on the “values value chain”. They seek to create an ecosystem of success: win/win for everyone they deal with from suppliers to staff to local yoga studios. Like Amazon they believe their long term success will not always lie with short-term decisions. And they always make decisions in favour of the long term. A key difference with Lululemon is that it’s not just about the customer, it’s about everyone involved in the value chain.

Creating a Generation of Leaders

The second and more important element is the relentless focus on leadership and personal development of staff. They encourage staff to dream big and to develop both personally and professionally. These are visibly posted in stores and online. The #1 reason for leaving Lululemon is to pursue their personal vision.

After the talk, I sat with some “Educators” – associates who do sales and other activities – and I could see first hand that Lululemon is changing the world by creating a generation of leaders. It is for this second element, almost a side-effect, that I believe that Lululemon will help change the landscape of business to one more habitable by humans.

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Transformation? Leaders Go First!

Let us consider an organization that wants to transform itself. i.e. to change in structure and character.

A simple view would be as follows:

Transformation

 

By state, I mean the complex system that represents the organization. This includes people, culture, customers, infrastructure, etc.

Transformation is in a Direction

Real transformation is about pursuit of a direction, not achievement of a goal. A living, growing systems will continue to pass through a series of many small transformations as per diagram below.

Transformation Many Steps

Each Person Transforms

When we talk about an organization transforming we are are really talking about the aggregate of the transformations of all the individuals. Many people need to transform before one may recognize a change in the organization as a whole. Of course people will transform at different rates as per Moore’s model for diffusion of innovation based on innovators, early adopters, etc.  The diagram below illustrates each person needing to transform.

Each Person Transforms

Leaders Go First and become Attractors

For a given moment of transformation, it will be the case that some people will go first. These people will act as leaders in the context of the organizational transformation. They will become what Siraj Sirajuddin refers to as a symbol of transformation and act as an attractor to facilitate the transformation of others. In the diagram below we can see a leader who is acting as an attractor.

Leaders Act as Attractors

Success Requires that the Leadership Team Go First

If an organization truly wishes to transform, then the leadership of the company need to transform first. This would include the CEO and senior management of a hierarchical organization or perhaps the head of business unit and her management team. Illustrated in the diagram below, we see how a leadership team can become a powerful attractor to a new organizational state.

Leadership Team Goes First

 

In hierachical systems, transformation initiatives will fail if the management team does not transform. In this case, the management team acts as an attractor for the current state. Failure of the management team to fully embrace a change with a sense if urgency is a severe problem in many transformation efforts. If urgency is not in place, it is better to abort a transformation effort and replace it with a less significant change effort.

Change Artists Lead the Leaders

A change artist is someone who works with organizations to support their growth and transformation.

Like the leaders in an organization, the change artist needs to transform first so they themselves can act as a symbol of transformation. It is not possible for a change artist to facilitate a transformation without having gone through the journey themselves. It is for this reason, that people that can play this role have already undergone their own transformation. They need to play the archetypal role of the Wounded Healer.

Acknowledgements

Thanks for Siraj Sirajuddin for mentoring me in his model of transformation via Temenos and private conversation. Many of the ideas here are either directly from him or were strongly influenced.

Thanks to the person or persons who told me that people have to transform one at a time – I wish I could remember who!

Thanks to Jon Stahl for helping me crystallize the notion of leaders going first through his presentation Agile from the Top Down.

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