Mindset and behaviours critical to organizational transformation
The recent McKinsey study, “The science of organizational transformations” confirms our approach that, “companies that design initiatives to support desired shifts in mind-sets and behaviours see the most successful transformations.”
The survey finds four key actions necessary to support this approach
1 Role modelling
2 Fostering understanding and conviction
3 Reinforcing changes through formal mechanisms
4 Developing talent and skills
When all 4 actions are taken this significantly improves the chances of a successful transformation.
Formal mechanisms were used most often and role modelling least.
It also found that transformations focusing only on improving weaknesses were less effective than those building on strengths but programs that worked on both were even more successful.
The survey recommends engaging a range of influential people across the organization in the change effort rather than relying too much on only top leaders and OD professionals
These findings match well with our own experience in supporting transformation. In creating more matrixed or globally integrated organizations we find that companies usually pay a lot of attention to formal mechanisms like organization structure and business systems and underinvest in role modelling, building conviction and developing talent and skills. To be successful you need all these factors to be aligned and shared across the organization.
We have created a number of models and tools to support these change efforts, if you would like to find out more about how we support the transformation to a more globally integrated organization please get in touch.
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We work with a wide range of clients from global multinationals to recent start-ups. Our audiences span all levels, from CEOs to operational teams around the world. Our tools and programs have been developed for diverse and demanding audiences.
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