More on transformation planning....

In some organizations, the climate for change only permits a well-focused improvement in just one of the five organizational systems. A small success not only produces immediate benefits, but also improves the climate for subsequent changes. If this initial change is designed with the vision of a BWB organization in mind, then it will be compatible with future changes -- one step toward a consistent long-term goal.

Other organizations are ripe for a comprehensive transformation involving a multi-year implementation process. This approach is not only more effective. It's also more inspirational, and precludes cynicism about the "management flavor of the month."

In this situation, the best starting point is a planning process that concurrently defines the organization's vision, determines the right sequence of initiatives, and builds commitment to change.

Commitment to change requires three elements:

* Clear dissatisfaction with the status quo (a "burning platform").

* Clear, compelling vision of the destination.

* Clear path from here to there.

NDMA's RoadMap transformation planning process addresses all three through the following five steps:

1. Develop a clear, detailed vision of what leaders mean by "world class" -- a comprehensive description of what's expected of the organization in the future.

2. Gather input from key clients and all staff about their concerns.

3. Assess the gaps on each visionary expectation, using input from clients and staff to calibrate the self-assessment.

4. For each gap, diagnose root causes using the five organizational systems and the symptoms that arise from each.

5. Assemble the root causes into corrective actions, and sequence the systemic changes based on their technical interdependencies and on pressing business needs.

The RoadMap process builds understanding and consensus within a leadership team about the destination, a BWB organization. That, in itself, has tremendous value.

The process also engages staff and key clients in the change, enhancing their buy-in and patience.

And it produces a properly sequenced, well-paced, comprehensive plan that provides a context for the series of changes to come.