using the isc model to design breakthrough change · 2018-04-03 · •created in 1995 by worley,...
TRANSCRIPT
Using the ISC Model to Design Breakthrough Change
Dr. Foster Mobley and Matt Brubaker
The Foster Mobley Group
ODN Conference - October 31, 2011
Acquaint use of ISC model as valuable approach to
LSOC
Demonstrate utility &
flexibility of the tool
Share new insights from
the field
Engage open dialogue to
share issues and best practices
Introduction to ISC
• What it is
• Why valuable
• Common interventions
Lessons from the Field
• New Since 2005 Case Studies Open
Dialogue
Presenter Introductions
• Dr. Foster Mobley is CEO of The
Foster Mobley Group, a change
consultancy
• Author of recently-released book
“Leadersh*t: Rethinking the True
Path to Great Leading”
• Writes a weekly blog on Wisdom
Leading @www.fostermobley.com
• Matt Brubaker is COO/Managing
Principal of FMG.
• C-level executive coach and
large scale change leader.
• Deep and broad experience in
Wisdom/Essence based
executive development.
• Endurance athlete and doctoral
candidate.
(Re-) Introduction to ISC
•Created in 1995 by Worley, Hitchin, Ross (Integrated Strategic Change: How OD Builds Competitive Advantage, in the Addison-Wesley OD Series)
•Intention was to show key relationships between org capability and strategic performance
•Also to show/map necessary changes in org capabilities to enable strategy
What is the ISC Model?
•Frame – to educate leaders and organization members on the realities of intentional change
•Symbol – quickly becomes part of the nomenclature and thinking
•Map – organizes activities, sequence and importance
Why is it so valuable?
•Diagnosis of S1, O1
•Conceptualizing O2
•Rationalizing importance of culture
•Building strategic change plan (O1 – O2)
How is it most commonly
used?
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
C U
L T
U R
E
An invisible barrier
to change
Source: FMG & (1995) Worley, Hitchin & Ross, Addison-Wesley
•Created in 1995 by Worley, Hitchin, Ross (Integrated Strategic Change: How OD Builds Competitive Advantage, in the Addison-Wesley OD Series.)
•Intention was to show key relationships between org capability and strategic performance
•Also to show/map necessary changes in org capabilities to enable strategy
What is the ISC Model?
•Frame – to educate leaders and organization members on the realities of intentional change
•Symbol – quickly becomes part of the nomenclature and thinking
•Map – organizes activities, sequence and importance
Why is it so valuable?
•Diagnosis of S1, O1
•Conceptualizing O2
•Rationalizing importance of culture
•Building strategic change plan (O1 – O2)
How is it most commonly
used?
Frame
• Aligns thinking
• Informs key relationships
• Rationalizes & justifies a focus on culture
Symbol
• Future state
• Needed changes
Map
• Guides actions
• Gives mileposts
• Shows distance to finish line
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
1
C U
L T
U R
E
An invisible barrier
to change
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
2
C U
L T
U R
E
An invisible barrier
to change
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
3 C U
L T
U R
E
An invisible barrier
to change
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
4
C U
L T
U R
E
An invisible barrier
to change
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
5
C U
L T
U R
E
An invisible barrier
to change
Lessons from the Field
Needs/needed Improvement
• Didn’t link to “depth levers”
• Belied complexity in execution
Keep Doing
• Use of model with executives unacquainted with Δ
• Linking ISC with Intentional Change Plan
Case Studies
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
2
4
1
3
5
6
C U
L T
U R
E
An invisible barrier
to change
① Executive Coaching • defined as ≈ individual assessment of, and planning, advising with key executives
• initial focus ≈ assisting CEO and COO leadership of change
② Assessment • defined as ≈ diagnostics of individual, team and/or organizational performance
• initial focus ≈ leaders’ “pulse” and effectiveness of functional and regional teams
③ Team Development/Alignment • defined as ≈ improving function, alignment and performance of leadership teams
• initial focus ≈ CEO’s executive COO’s functional and regional teams
④ Change Planning • defined as ≈ design and execution of intentional actions designed to enable S2
• initial focus ≈ configuring, educating and launching SP Change Team
⑤ Communications/Messaging • defined as ≈ creating, executing intentional messaging to support change
• initial focus ≈ crafting initial straw plan for communication vehicles and events
⑥ Training • defined as ≈ building skills, knowledge, attitudes through formal, informal means
• initial focus ≈ developing leadership competency model; evaluate MD orientation
Strategy
S1
Organization
Capability
O1
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Organization
Capability
O2
- Leadership
- Teams
- Processes
- Talent/Skills
- Structure
- Communication
Strategy
S2
2
4
1
3
5
6
C U
L T
U R
E
An invisible barrier
to change
① Assessment • defined as ≈ diagnostics of individual, team and/or organizational performance
• initial focus ≈ leaders’ “pulse”
② Team Development/Alignment • defined as ≈ improving function, alignment and performance of leadership teams
• initial focus ≈ Executive and Operational Leadership teams
③ Training • defined as ≈ building skills, knowledge, attitudes through formal, informal means
• initial focus ≈ “pivot point” of center administrators (culture, strategy, skill)
④ Executive Coaching • defined as ≈ individual assessment of, and planning, advising with key executives
• initial focus ≈ accelerated development of CEO, COO, SVPs and other key leaders
⑤ Change Planning • defined as ≈ design and execution of intentional actions designed to enable S2
• initial focus ≈
⑥ Communications/Messaging • defined as ≈ creating, executing intentional messaging to support change
• initial focus ≈ crafting and executing communication vehicles and events
Open Dialogue