Organizational transformation describes the continual process of adapting the organization to a changing environment. The organizational transformation includes all functions, teams, and processes. Organizational change management is the meta-level of including people in this process and ensuring long-term changes. Organizational transformation can start in a generic way (like this project) and then go deeper into detail in various other projects, and will never end.
Section selection section
- Which kind of task do you want to do?
- Who's the interviewee?
- Is this a test form response?
From complex to simple section
- Why does complexity matter?
- What’s dangerous about complexity?
- Why do people like simplification?
- Why should every organization simplify its offering?
- How do organizations simplify?
- How do founders and CEOs simplify?
- How do managers simplify?
- How do front-line workers simplify?
- Why’s simplification the future of organizations?
- What comes after simplification?
From top-down to autonomous section
- Why does autonomy matter?
- What’s not working about top-down orders?
- Why does autonomy work?
- Why should many organizations switch to team-based autonomy?
- Why should some organizations (and most organizations in certain situations) stick with top-down command & control?
- How do organizations switch from top-down to team-autonomous decision-making?
- How do managers switch from top-down to team-autonomous decision-making?
- How do front-line workers adopt team-autonomous behavior?
- Why is team autonomy the future of business?
From project to process & product section
- Why does classical project management fail so often?
- Why is a switch to agile project management not sufficient?
- How do organizations switch from projects to processes?
- How do organizations switch from projects to (service) products?
From waterfall to agile section
- Why doesn’t upfront planning work?
- What are alternatives to upfront planning?
- What’s agile working?
- Why’s agile working simpler than many expect?
- Why do (not) organizations need agile consultants, coaches, and other bullshit roles?
- How do organizations start with agile work?
From leadership to learning section
- Why’s leadership such a big topic?
- Why’s people selection so important?
- What kind of people should organizations look for?
- How do organizations justify big salaries for the very best leaders?
- How’s the educating leader an alternative?
- How do organizations assess people for learning and education capabilities?
- How do organizations adopt the knowledge and wisdom of new people?
- How do organizations select educating leaders?
From idea to implementation section
- Why do organizations need ideas?
- Why do organizations need implementation?
- Why do organizations fail at ideation?
- Why do organizations fail at implementation?
- How do organizations create ideas for initiatives?
- How do organizations drive implementation?
- How do organizational leaders drive implementation and adoption?
From chaos to process section
- Why are organizational processes so important?
- Why’s process management so important?
- Why did the "process management" profession fail?
- Why’s classical process management a management fad?
- What are the alternatives to the classical process management approach?
- How could simplified process management work?
- What are the components of a simplified process management approach?
- How do organizational leaders drive the implementation and adoption of a simplified process management approach?
From push to pull section
- What's the difference between push and pull processes?
- Why do push processes so often fail?
- How do pull processes work?
- How could your organization enable people to pull work packages?
- How does your organization reward people pulling work?
- How does your organization create a culture of self-directed work?