ORGANIZATIONAL TRANSFORMATION: FOCUSING ON THE "WHY?"

 


Original article published in catalan on 07/14/2024


The way an organization is structured and governed is not neutral in achieving what we aim to accomplish, which is why it is important to dedicate effort to thinking about and designing the model we want to guide the organization, project, or ecosystem we work in. At the same time, it is crucial to keep the mission and the purpose of what we are doing in mind.

If this is not the case, we risk losing focus on why we are redefining organizational models, both in terms of their structures and their dynamics. This is why I believe it is important to define in a participatory way the purpose of an organizational change: What do we aim to achieve? What is the point of redefining the structure? The dynamics? Afterward, try to specify how, when, and who will work on the change.

The “why” should guide and orient the path of transformation. It is like keeping the North Star in sight if we have decided to head north. However, the how, when, and who should reinforce the guarantees of the success of the transformation.

Building participatory organizational and governance models requires time and a lot of energy, probably because it is "more direct and faster" for someone or a few people to dictate what needs to be done, when, why, and how. It is likely that these models "struggle" against deeply rooted traditional management models, and probably because we are breaking mental frameworks in many of us.

As Quim Brugué (1) points out, "Democratic governance does not always have suitable practical references. Moving from theory to practice is very complicated, and often this has been one of the central points of criticism. A difficulty that is partly explained by the depth of the proposed changes. By promoting democratic governance, we are not redesigning structures and governance processes (their epidermis) but questioning the values and culture that guide political practice (their genetic base). And this is a transformation that cannot be decreed; it requires a combination of patience and conviction. Patience because it is inevitably a medium- to long-term change, and conviction to be able, even in stormy moments, to keep the helm firmly guiding us along the chosen path.”

Therefore, I consider it important to focus and properly allocate the energy required for transformation.

Here are some ideas that may contribute:

  • Efficiency: Given that these models should contribute more effectively to public policies (2), we cannot forget to also direct them with an eye toward efficiency.
  • Purpose: Always keep the initial purpose (3) in mind and ensure that our efforts are directed toward that purpose.
  • Specificity: Document and specify progress, agreements, and best practices. Ensure that steps taken are secured so that moments of doubt do not result in excessive setbacks relative to what has already been achieved. At the same time, best practices should inspire and spread.
  • Identify Who: It is necessary to involve as many people as possible in the organization who can act as change agents.
  • Deployment: The change must be implemented throughout the organization. Like water filtering through any gap, it must advance.
  • Time Factor: These are profound changes that cannot be made quickly, but neither should the transformation process drag on indefinitely. Therefore, where possible and appropriate, it will be beneficial to accelerate so that the change takes root and serves as a model for other areas of the organization.

It is a long and uncertain path, yet also inspiring and motivating. That is why we must ensure that we focus and direct our energy towards the decided change, which will contribute to achieving the purpose and mission of the organization.

Photo by Cody King on Pexels

References:

        (1)   Brugué, Quim (2017) “Presentation of Special Issue. Governance from Theory to Practice”             (pp. 341-344) Research Group on Government, Administration, and Public Policies (Gigapp)

(2)   Brugué, Quim (2022) “Organizations that Know, Organizations that Learn”

(3)   Vázquez, Alfonso (2000) “Strategic Imagination: Chaos as Liberation”: “In my experience, I have encountered very diverse starts, which we can group into the following principles: - the perception or intuition that a significant threat looms over the company's position (...); - the perception or intuition of opportunities beyond the occupied territory, which creates the illusion and tension to move away from it; - the curiosity or restless spirit of some executive, who, by infecting others, drives the organization in search of the unknown (typical in highly innovative, unconventional companies).”

 

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