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From Observations to Recommendations ..... a new approach to change and strategy implementation.

 The previous blogs in the series have made a number of observations about how most organisations lead and deliver change and how these delivery methods are inconsistent. with observable evidence.  These series of observations culminated in the last blog where I suggested the inconsistencies between actual delivery practice and observable reality were at least in part responsible for why organisations are collectively so bad at delivering change.  This blog concluded with a series of counter observations that took account of existing evidence and proposed that if we were to deliver change in a way that is consistent with observable evidence then we would improve our chances of successfully delivering change to our organisations.  For completeness here are the six counter observations or principles of change for todays world: Recognise that the world is changing rapidly and continuously and explicitly allow for this in our approach to change and the implementation of strategy.  Break la
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From Observations to Principles For Change

 In the beginning of this blog series I posed the question - why are we collectively so bad at delivering change?   I believe a big part of the answer to this question is we collectively act on a series of beliefs that are inconsistent with observable evidence.   Consequently the next series of blogs has set out to identify specific instances of these inconsistencies through a series of observations.  By way of summary these observations are 1 : Our traditional delivery methods assume a stable environment but the world is changing faster than ever. We act as if innovation occurs through a genius having a big idea but in reality innovation occurs over time through iterations and interactions We suck at delivering large complex projects but we are actually quite good at delivering small and simple changes We predominantly focus on solution and scope (time cost and quality) and pay scant regard to benefits once approval has been given We tend to manage change through fear and short term e
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Observation 5 - Context is King and the Executive and Board set the Context

“The last thing a fish notices is the water it swims in” ~ Ralph Linton I love this quote. Every time I read it I have a little internal giggle. Water has a massive influence on the fish. Here are some reasons why: Evolution: During hundreds of millions of years of evolution, so much of it was likely focused on how to thrive in water. Water quality: Many parts of the world have modern-day issues with water pollution. If a fish lives in polluted water, its "quality of life" is significantly reduced. At its worst, the polluted water will kill the fish. While the fish doesn't notice the water, it sets the context for what makes a fish a fish. When Linton wrote this quote, he was using the relationship between the fish and the water as a metaphor for the unseen influence of institutions on citizens and society. To change society or how citizens think and act (positive or negative), change the institutions as they set the context in which society exists. The metaphor also w
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Observation 4 - We suck at delivering large and complex change

 This blog is where I get to write about project failure.  I have written and spoken about project failure a lot over the years and my first instinct was to simply trot out all the same research here.  Then I paused and thought.  In a world that is changing rapidly as ours is, is it wise to rely on research that in many cases is 5 + years old?  Probably not and to do so would perhaps be some what hypocritical.  So the last few weeks I have done a lot of searching and reading to ensure I have up to date information to share here.  I needn't have bothered, nothing much has changed in the research around project failures.  The Standish Groups Chaos report still says that around 70% of software development projects fail and that large projects fail at a much greater rate than small projects McKinsey still reports 70% of change initiative fail and on it goes.  Because nothing has changed I am in fact just going to trot out the evidence, evidence that has been clear for years, this is an
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Observation 3 - Our understanding of how innovation typically happens is wrong

 Here I am writing, or at least I'm meant to be, but for whatever reason it isn't flowing I'm making no progress.  I try several different angles but none seem to help.  Frustrated by the lack of progress I decide to go for a walk on the beach, one of my favorite things.  I do this partly for the pure joy it  brings me and partly because of the expectation that while I am walking on the beach I will get the idea, the insight that I need to make progress.  It surprises me how often I do get the idea I need, I capture the essence of it on my phone, ponder on it for the rest of the walk and when I get back and start writing progress flows. I reckon we all have some version of this. For you it might be while they are in the shower maybe it's doing housework. Perhaps switching to do some thing completely different or doing absolutely nothing at all. It could be almost anything but most us have had the experience of this moment of insight.  "Eureka" The eureka mo
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Observation 2 - Our traditional delivery methods assume a stable knowable environment

 Our world is changing and changing fast.  Despite this the way we deliver change assumes that they environment is stable and knowable in detail to enable accurate planning.  Most organisations, particularly "analogue" organisations deliver change through traditional waterfall methods (eg  PMI or Prince 2), led through a central PMO or perhaps a "transformation team" and require an upfront approval in the form of a business case that specifies scope, task, resources, cost and sometimes benefits.   I define an analogue organisation as one that was established and matured it's business model before the internet was a significant commercial reality aka early 1990's or before. The core assumption of waterfall methodologies is that the project is knowable and can be planned in detail and with certainty.  If this assumption is correct then once approved all we have to do is complete the tasks as planned and project success is more or less guaranteed.  This approac
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Observation 1 - The world is changing faster than ever

I know it's obvious but that's the point of this observation and those to follow.  They are designed to be things that 90% of us can readily agree on because we have observed them personally or intuitively know them to be true.  The real questions will come later when we ask if we know these to be true why do we ignore them in the way we manage change? and how do we need to change change to improve our effectiveness?  Let's start breaking this observation down.  First an acknowledgement.   Pretty much everything changes.  Continents move, species evolve, landscapes erode and rebuild and what's acceptable in society evolves over time.  This change is omnipresent and likely the type of thing Heraclitus was referring to when he said "change is the only constant in life" in 585 BC.  This change however is relatively slow and fairly constant (perhaps excepting our current climate change issues).  As a general rule what is causing the pace of change to increase is a
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