Change is a constant
DUCTU helps organisations growing their business agility in the ever-changing environment
organizations cannot keep pace despite all the methods and tools available
Let's find out why!
Is your organisation caught in the red queen's race
"Well, in our country," said Alice, still panting a little, "you'd generally get to somewhere else—if you run very fast for a long time, as we've been doing."
"A slow sort of country!" said the Queen. "Now, here, you see, it takes all the running you can do, to keep in the same place."
from Alice's Adventures in Wonderland by Lewis Carroll
Common thinking model
separation of 'how work works' and Leadership
How work works
Division of labor - separation of tasks in a system so that people specialise in functions (e.g. business, HR, Finance, IT...) and at levels; often referred to as silos
Resource efficiency - a measure for the extent the resources, that a company possesses, are utilised in the processes
Open-loop systems design - takes input under consideration and doesn’t react on the feedback to obtain the desired outcome
Executive function is narrowed down to authoritarian micro management
Leadership &
executive function
Humans act rationally; Individuals' efforts to pursue their own interest may frequently benefit society; the so called invisible hand
Change is organised as an execution of a 'one-stop quick relieve' solution to (re-)align
- Selection of this solution (e.g. a method or a tool) is often driven by following the choice of the majority; known as the bandwagon effect
- Change is externally enabled, and as a result fuelled externally (e.g. method, experts, bootcamps...)
Leadership is structured in functional silos and organised hierarchical; thinking and doing is separated
Often, the common thinking model seems to fail faster and more devastating then ever before and this, despite all the methods and tools available
What to do about it!
need for a Fundamentally different way of thinking At all levels and all functions
More is different
A fundamentally different way of thinking is obtained by engaging the thinking and focusing on core capabilities
And this at all levels (e.g. individual, team, end to end, portfolio or strategic) and all functions (e.g. business, HR, Finance, IT...) of the organisation
The trinity enables growing business agility in an ever-changing environment, boosting agility
- From team flow to enterprise flow,
- From collaboration in teams to networked collaboration, and
- From individual learning to organisational learning too
Unique practices (and a set of practices) emerge from engaging the thinking and focusing on core capabilities within the ever-changing environment
Inspired by OKALOA© Flowlab
A different way of thinking about, and doing business, the agile way
Okaloa Flowlab is a simulation toolkit to let people experience flow, collaboration and learning as corner stones for business agility
A deeper insight in how and why agile works is the pre-requisite for business agility and the agile organisation
change is different
While (continuous) change is at hand, or the pressure to change, tensions are just around the corner
If not acted upon, the organisation holds hostage in unfit and incongruent ways of thinking
Change is viral and contagious within a network
Change aims at bootstrapping self-enablement; creating the context for autonomy and alignment too
Therefore, the way to organise change (management) is different too!
DUCTU offers change leadership services
Uniqueness - creating a network for change
ENGAGE PEOPLE
Thinking is intuitive as well as rational*
Engage bringing together the rational as well as the intuitive thinking, giving people a new experience influencing their mindset
Observe together 'on the floor' unfolding events to refine the mindset
"Intuitions come first,
strategic reasoning second"
Jonathan Haidt, the righteous mind
Grow communities
Thinking is social too*
Foster debate to learn and grow together by sharing and discussing models of how work works, change spreads and the executive function operates
Enrich the debate, encourage dissent feedback, creativity, empathy and truthfulness
Stimulate free inquiry, some advocacy and a civil debate
Create a network for change
Genuine Engagement of people can be measured as a network effect
Networked change is contagious and generative
Successful change is defined by its retention rate and equally important, the referral rate
Nurture PROFOUND CHANGE
Change needs to be nurtured in order to grow into profound change
Dealing with the delay (creative gap) long enough to allow effects to cumulate
Bootstrapping self-enablement, autonomy and alignment, towards sustained change
Delay is the challenge!
Tensions arise due to delay between acting and observing the (un-)desired effects
In addition the common thinking model, the starting point, blinds the observation of delay
Tensions that limit the change
- Polarity - conflicting visions
- Discouragement - collapse creative tension
- Disorder - reality mismatch
- Time pressure - ‘sign up’ for a commonly known solution (aka bandwagon effect) leading to orthodoxy
A tension prevents building a shared understanding; it blinds and seeds future failure
mentor
Leadership & Executive function
Start observing, engage the thinking and offer guidance
Unveil how decisions are made (collaborative decision-making ability) and validate the performance of decision making (decision-making throughput)
Facilitate observation and experimentation, and refine thinking models about 'how work works', change spreads and strategy deployment is organised
Offer change leadership guidance
- Engaging people,
- Growing communities, and
- Unfolding profound change