Change, Transformation and Organisational Context (Part 1)

Change, Transformation and Organisational Context (Part 1)

In our thirteen-part series “Change or Chance?”, we discussed the science, principles, and “accelerators” of change programs.

Our “Change or Chance?” posts can be accessed via The Sixsess Consultancy’s Insights’ Archive.

But in what organisational context can these be applied?

To quote Antonio Nieto-Rodriguez from his outstanding book The Harvard Business Review Project Management Handbook (Harvard Business Review Press):

We have moved

“….from a world driven by efficiency to a world driven by change”


“….in fact, in organisations the entire decision factory should be thought of as nothing but projects”.

Essentially, organisationally, everything is a “project” and, by definition, projects are all about “change’.

Some organisations have now removed positional titles – because, in an environment where, to be effective, they need to be both stable and reliable but also agile – roles must be similarly lithe and flexible.

We’ve discussed the dual structure that enables organisations to be effective in this, the age of accelerating change.

The dual structure consists of a hierarchy (for reliability and stability) and a creative network, operating symbiotically with the hierarchy, and our two posts discuss this:


Does this mean that the change principles and accelerators should only be applied to large-scale projects?

Well, no!

Whether a start-up or an enterprise, or indeed a department (even small one) within an organisation, the principles, processes/accelerators can (and should) be applied if effective and sustainable change is going to be implemented.

It’s not just about large-scale change.

Departmental leaders can use the principles and accelerators when undertaking any change initiative.

The Kotter principles remain the same:

Management PLUS Leadership – (leaders create a shared vision)

Select Few PLUS Diverse Many – (get out of the silo, out of the office and collectively innovate)

Have-to PLUS Want-to – (yes, there are “have-to” items on everyone’s agenda, but leverage volunteerism, “Want to” – to really turbocharge innovation and creation)

Head PLUS Heart – (communicate a vision of the future that ignites emotional involvement)

Traditionally, many organisations have used the first method in each of the above – eg change “management” – and have omitted the essential second eg “leadership” and have suffered the consequences as a result.

They’re BOTH required …… more to follow tomorrow, in Part 2……

Barry Eustance CMgr MCMI
Kotter Advanced Change Leader Certified
Principal Consultant – The Sixsess Consultancy
Empowering Clients to Seize Opportunity from Change

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