Architecting the Organization for Change

Braden Kelley is an innovation and change specialist, the author of Stoking Your Innovation Bonfire, an InnovationExcellence.com co-Founder, and is the creator of the Change Planning Toolkit™ and a book on the best practices and next practices of organizational change (January 2016 release).

  Change Management  

In my article on the Five Keys to Successful Change, we looked at the five different disciplines that must come together to make any organizational change effort (or even a project) successful. They included:

1. Change Planning
2. Change Leadership
3. Change Management
4. Change Maintenance
5. Change Portfolio Management

While most people would agree that change is a constant, it is not however a constant focus for the business. One of the reasons many organizations are so bad at change is that they are not architected for change and pay attention to only one or two of the five keys. Instead, most organizations focus on executing the day-to-day business and they focus on executing a portfolio of projects, hopefully on time and on budget. In some cases, projects may incorporate some elements of change management (usually too late in the process) and ignore change planning, change leadership, change maintenance and change portfolio management. As a result, most organizations are terrible at change. And ultimately, most organizations are bad at innovation because they’re bad at change.

Most companies focus on delivering a set of new systems, products and services prioritized purely on the ROI they may return, instead of consciously executing “Big C” change efforts and “Little c” change projects to …

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