In 2011 we published the book Change Types, together with Prof. Shtern from The Kellogg School of Management at Northwestern University in Chicago.
The book is based on comparative research and organizational case studies that served as the basis for development of our change management model.
On the start line, before the race...
The daily realities we encounter in organizations, together with our latest TACK research, identify managers' need for an up-to-date model for managing complex changes in organizations.
The effort to overcome challenges of change is shared by everyone, but the ability to deal with these challenges successfully varies from organization to organization. The model presented in our book describes the three stages of change management and six types of organizations that deal with managing large changes.
Alongside the model, TACK also developed a Change Types App to help identify which type your organization falls under and how you can most effectively improve the change management process.
The model we offer refers mainly to significant changes with a wide impact on the day-to-day life of the organization, and it offers practical tools to enhance the required capabilities, specific to the type of your organization.
Understanding, Planning, Implementing
Three critical steps for smart management of significant and complex organizational changes
A clear decision on the need for change, reaching a common understanding of the gap between the current state and the desired state, defining the required organizational response in light of the change.
Reaching agreements about all actions required to implement the desired change, including selecting a suitable lead team, defining clear goals for change, necessary resources and identifying milestones and management and control mechanisms for the implementation phase.
Consistent implementation of the change plan while striving to achieve strategic goals, monitoring the process and dealing effectively with challenges that arise during implementation.
The model is supported by TACK's Change Types App (In Hebrew).
6 Types of Organizations Undergoing Change:
Too Busy to Stop
A task-oriented organization that quickly implements changes, and sometimes even does so very well. However, the reaction to change is often intuitive and without focus, and therefore it is not sufficiently efficient and productive.
Too Busy to Think
An organization that forgoes seeking consensus about the nature of the change. The lack of investment in understanding the essence of the necessary change and in reaching consensus may lead to imprecise change planning.
Too Busy to Act
An organization that knows how to effectively manage market analysis processes, but has difficulty integrating the information and lacks the managerial tools required to implement the needed change. The organization is characterized by a sense of "standing still".
Too Busy to Plan
An organization that knows how to quickly identify the needed change, but tends to advance directly to the execution stage. The absence of planning is felt mainly in the inefficiency of the change process, and usually leads to a change that is not necessarily the desired outcome.
Too Busy to Execute
An organization that encourages strategic thinking processes and builds a culture that supports change, but fails to implement changes due to inhibitory leadership and power struggles that discourage innovation and boldness.
This is the most balanced organization. It knows how to observe and analyze the environment, devotes the necessary resources to planning the required change and succeeds in creating synergy in the organization so that the execution is quick, efficient and precise. This organization has the highest level of employee commitment to implementation of the change.