The transformation processes require, at the time of their planning as well as their execution and follow-up, to adopt different approaches. On the one hand we have to have a ‘macro’ vision, a generalist vision, with a fat line, that gives meaning and orientation to everything we want to undertake or that we are already doing; but on the other hand, from a ‘micro’ point of view we must pay attention to detail, be thorough with what we are doing and analyze well the processes and the linked effects of the changes.

At the same time, we must know how to analyze and communicate well what is labeled in the chart as ‘demand’, that is, explaining and explaining why it is important to make this change and what advantages it will give us without forgetting to credit the ‘offer’. to say, the elements and resources with which we count to carry out the transit.

With this double axis we end up obtaining a matrix two by two, those that so much like theorists and consultants, that synthesizes the complex reality of the change in four functions or basic activities:

  • Leadership (macro-demand): The leader of the change must know how to define the basic strategic lines of the process, develop a good network of affiliations to the project and communicate very well what is necessary.
  • Commitment (micro-demand): align the change with the culture of the organization, identify and monitor the resistances and enhance the network of agents of change.
  • Facilitation (micro-offer): Putting in the table the necessary resources, the new operational models, designing new roles and new responsibilities, promoting training and linking the success of change with performance and compensation.
  • Planning (macro-offer): Plan the phases of change, design short-term successes that generate confidence in the process, scorecard, …

It is advisable to attend to this matrix when designing or directing a process of change and become aware of whether we have had or are taking into account all these elements or facets or if, on the contrary, we have forgotten something

4 key elements in organizational design

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