Hello Organizational Change Practitioners,
This is to inform you that I have done my homework. A few weeks ago LinkedIn allowed us to create subgroups within this group. Subgroups are like a break-out session at a conference. They enable you to create more focused areas than in the main group.
I decided to create a maximum of FIVE subgroups. But before I would do so I asked to hear from you which ones you would recommend. I received about 90 answers, each containing on average 3 recommendations. I didn’t expect such a response!
As a next step I had to cluster. My intention was to create a poll on LinkedIn in order to select the final 5, but the polls running on LinkedIn only have maximum 5 entries. So I decided to have a second look … and there I was with the final 5! Please read on if you want to find out how I selected the final 5, and why I gave them their particular name.
PART I: CATEGORIES FOR SUBGROUPS => CLUSTERING
I obtained the below categories by shuffling, re-shuffling and re-shuffling the suggestions:
1. LEADING CHANGE
Large Scale Change and the Individual
Leading teams through change
Leadership and organizational alignment
Busting silo barriers
vision, leadership & communication
Stakeholders and sponsors
Leadership Alignment (strategy, ROI, performance issues)
Board/Exec team level interventions
2. ORGANIZATION REDESIGN
Mergers and Acquisitions; Divestitures
mergers, downsizing, integration issues
Restructuring (merger, acquisition, re-engineering, downsizing, growth, globalisation, etc)
M&A driven change
Enterprise Architecture (touches IT, Culture, people, leadership, ROI)
Strategy driven (e.g., change in products or markets)
Re-engineering/ redesigning organizations (M&A, functional, performance)
Strategic Change (include M&A, Business Transformation Outsourcing)
Business Process Change
Strategy driven transformation
change process itself
Dynamic Systems Alignment
Alignment with HR Processes
3. ROI (Return On Investment)
value driven target operating model
Performance driven change
Performance Improvement (could include Six Sigma, Best Companies, Customer Insight, IIP, ERP, Balanced Scorecard, Training and Skills, Mentoring, etc)
Compliance driven change
4. OCBOK(Organizational Change Practitioners’ Body Of Knowledge)
Resources (Tools and Techniques)
Books, Articles, & Research Findings
Tools and mental models
Methodology (culture, org alignment, training, communication, coordination with business process redesign)
tools – models, methodologies, and roadmaps, processes
Change management practice
books/articles related to change
Change Models (approaches, best practices, case studies, resources)
Models and Methodologies
Lean Six Sigma Change
Methods and Tools
5. HUMAN SIDE OF CHANGE
common denominator – human beings and change. What about the ‘human element’
sustainability (‘what makes change stick’)
Culture eats strategy for breakfast
context – international, large scale, health care, etc.
workplace cultural change
Culture (public, private, non-profit, small biz)
Organisational Culture (could include Attitude change, Team Building, Motivation, Gaining ‘Buy-In’, Coaching, Engagement, Staff Surveys, Management Styles, Leadership, National and Global cultural development. etc.
Non western contributions to change
7. IT RELATED CHANGE
IT Service Management
IT Service Management
changes in IT
Technology driven (e.g., ERP implementation)
IT projects/new systems implementation
Technology (ERP, Web 2.0, emerging technologies)
Technology-Driven Change (ERP, Web 2.0)
Technology enabled change
‘New Technologies’ – this could then evolve continuously as new opportunities develop with advances in technology
8. WEB 2.0
E-Culture (Web 2.0 and further)
Non Profit IT Governance
health care delivery change management
Market Segments: Government; Corporate; Research; Non Profit, Emerging (e.g., Web 2.0)
PART II: REDUCING CLUSTERS TO MAXIMUM 5 SUBGROUPS
In order to select the final 5, I have broadened some categories up:
1. LEADING CHANGE
2. ORGANIZATION REDISIGN & ROI (Return On Investment)
3. OCBOK (Organizational Change Body Of Knowledge)
4. CULTURE & BEHAVIOR
5. TECHNOLOGY DRIVEN OR FACILITATED CHANGE
As for “industries” and “regions”, I have decided not to create them, as these are either tackled in other LinkedIn groups, or they run across our five subgroups.
PART III: WILL I APPOINT SUBGROUP MANAGERS?
I don’t know yet… let’s first see if we can make this work!
Good luck to our community and thanks again for contributing!
PS: Not yet a member? Join us right now!
Web 2.0 includes Invisible Hand – June 29th, 2009