Change platform

Change platform

Change platform

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Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Our flagship business publication has been defining and informing the senior-management agenda since Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. Transformational-change initiatives have a dismal track record. Harvard Business School Press, Why is change so confounding? The problem lies in beliefs about who is responsible for launching change and how change is implemented. In most organizations, change is regarded as an episodic interruption of the status quo, something initiated and managed from the top. The power to initiate strategic change is concentrated there, and every change program must be endorsed, scripted, and piloted before launch. Transformational change, 2 2. By transformational change we refer to efforts whose outcome and approach is more uncertain than, say, an enterprise-resource-planning implementation for instance, developing a new business, strategy, or organizational model. Change starts at the top. This mind-set implies that executives have the sole right to initiate deep change and are best placed to judge when it is necessary. Truth is, executives are often the last to know. They are insulated from reality by layers of managers who are often reluctant to sound an alarm. By the time an issue is big enough and unavoidable enough to attract the scarce attention of the CEO, the organization is already playing defense. Moreover, risk-averse executives are seldom willing to launch a company-wide change program that ventures beyond the safe precincts of best practice. Change is rolled out. Traditional change programs fail to harness the discretionary creativity and energy of employees and often generate cynicism and resistance. Senior executives talk about the need to get buy-in, but genuine buy-in is the product of involvement, not slick packaging and communication. To be embraced, a change effort must be socially constructed in a process that gives everyone the right to set priorities, diagnose barriers, and generate options. Think for a moment about how our lives have been changed by the social web—Facebook, Pinterest, Snapchat, Twitter, and all the rest. No single individual or entity invented the social web. It emerged, in all its weird and wonderful variety, because the Internet is a powerful platform for making connections and because thousands of entrepreneurs were free to develop new business models to harness that power. When change programs are engineered, the solution space is limited by what people at the top can imagine. A change platform, by contrast, gives everyone the right to suggest strategic alternatives. Management literature is rich with case studies of bottom-up, spontaneous change and of product and business innovation sparked by the efforts of frontline activists. Inspiring as such stories are, however, few of these efforts effect systemic change across an entire organization. Neither do they address the core management systems, processes, and cultural norms that dictate how large organizations run. The challenge is to tackle deep change for tough systemic issues in a way that avoids the pitfalls of traditional change programs. From top-down to activist-out. To make deep change proactive and pervasive, the responsibility for initiating change needs to be syndicated across the organization. Internal activists, multiplying their impact through social media, spawned a grassroots movement of , people who pledged to take concrete action to improve healthcare outcomes. When Change Day was repeated this year, the number of pledges exceeded , Change Day has enabled everyone to be a change leader and improved the care of patients. From sold to invited. Transformational change cannot be sustained without genuine commitment on the part of those who will be most affected. Consider the approach that fast-growing medical-device company Nuvasive took to reengineer its supply chain. Associates from around the organization, supported by a small coordination team and volunteer coaches, eagerly contributed to a process that generated a common view of the problem from the front line up , a set of shared aspirations for world-class performance, and a portfolio of new initiatives to achieve it. From managed to organic. What we need instead is constant experimentation—with new operating models, business models, and management models. Change comes naturally when individuals have a platform that allows them to identify shared interests and to brainstorm solutions. Change platforms take advantage of social technologies that make large-scale collaboration easy and effective. But they are qualitatively different from the idea wikis and social networks commonly used today. Specifically, effective change platforms:. Guiding a process of socially constructed change is neither quick nor easy—but it is possible and effective. The challenge lies in shifting the role of the executive from change agent in chief to change enabler in chief. This means devoting leadership attention to the creation of an environment where deep, proactive change can happen anywhere—and at any time—and inspiring the entire organization to swarm the most pressing issues. To learn more, visit mixmashup. McKinsey uses cookies to improve site functionality, provide you with a better browsing experience, and to enable our partners to advertise to you. Detailed information on the use of cookies on this Site, and how you can decline them, is provided in our cookie policy. By using this Site or clicking on 'OK', you consent to the use of cookies. McKinsey Global Institute Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. McKinsey Quarterly Our flagship business publication has been defining and informing the senior-management agenda since Search Toggle search field. Toggle search field Toggle search field. Build a change platform, not a change program. Blockchain beyond the hype: What is the strategic business value? Unleashing the power of small, independent teams Article - McKinsey Quarterly. The agile manager Article - McKinsey Quarterly. Telling a good innovation story Article - McKinsey Quarterly. The data disconnect Interactive - McKinsey Quarterly. Article - McKinsey Quarterly Change leader, change thyself. Article - McKinsey Quarterly Developing better change leaders. Article - McKinsey Quarterly The irrational side of change management.

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