Three dimensions of change

Marcelo Manucci 2012

Think about the quality of institutional relationships is a key strategic factor, because the quality of perceptions defines many attitudes and decisions in different stakeholders. The quality of links affects the living conditions of the activity of a company or organization. In this framework, we have designed a model of change based on a systemic approach of the transparency, the competitiveness and the growth integrating three dimensions of development. This model of change (applied both to companies and organizations) is based on the following equation:

OUTCOMES + INTEGRATION + IMAGE

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This formula represents the three dimensions of development. In this way, an organization can grow (achieve the expected results), keeping in mind the context without affecting the external relations or force the corporate culture to reach the levels of desired results. In recent decades, changes in the context widened the gap of instability and unpredictability in the decisions landscape. The competitiveness is related to corporate ability to respond the social, political, economic; technological challenges that influences in the daily life of a business. Precisely, the "unethical", "corruption", "financial maneuvers" (among other events) are symptoms, not the causes of a corporate structure who tries to keep by the force certain conditions for their benefit exclusive. The symptoms are visible aspects of a structure that cant sustain its competitiveness in another way, cant hold the dynamics of interaction and force the context to accommodate their movements to their poor management capabilities.

The model of responsible competitiveness

Hold the image of the future, in the present instability, provides resources to generate development opportunities while expand growth alternatives. The fear of the future appears when the purpose of a human group has been emptied of meaning. When we confuse "the future" with the calendar, we run wild without direction. The present is distorted because we have separated our liability (personal, group, collective) of participation in everyday life. This alignment transforms us (many times) into functional elements to structural dysfunctional system in which we participate. Therefore, recover the future is fundamental to sustain growth beyond financial parameters. Transform to compete in this context means preparing for "living in motion." It is a challenge because it invests the logic of "balance" which is the classical view of organizational design. The extrapolation of the concept of "break even" to a "cultural equilibrium" generates a cognitive lethargy with emotional and behavioral consequences too risky in front the context changes.

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We sustain the development of corporate change in three dimensions of responsibility: ECONOMIC

RESPONSIBILITY:

relates to the ability of an organization to create development

OUTCOMES

alternatives based on a collective purpose. It is the responsibility of the

and

sustainability of the project. This refers to compliance of corporate goals and performance in business management.

CULTURAL

RESPONSIBILITY:

relates to the ability to create opportunities for personal

development within an institutional framework or social integration. It is the responsibility of

INTEGRATION

through conditions of development for those involved in the project or those

working in the organization.

POLITICAL

RESPONSIBILITY:

relates to the ability to create favorable conditions for social

integration and development for the common welfare in society in which an organization operates. It is the responsibility of the project development.
IMAGE

and social political impact of the activities or

Design the change

The model is materialized in a management board. The core of the board is the "purpose" of change which provides the framework of the transformation process. This concept is displayed in specific goals in each of the axes (OUTCOME +
CULTURAL

IMAGE)

with intervention programs that

contain the action groups. The process can be organized in five steps: 1. DEFINITION
OF STRATEGIC CHANGE:

the design of the concept which defines the meaning of

the process and establishes an important image of the transformation. It is the ideological base that makes the sense of the new structure.

2. DEFINITION

OF THE GOALS OF IMPLEMENTATION:

the realization of the strategic concept into

operational objectives in three lines of action:

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a. OUTCOMES

FACTORS:

they are objectives of business or activity that must be

developed to support operationally, this direction of change.

b. INTEGRATION FACTORS: they are objectives of culture and identity, which are needed to support the participation and motivation of people in the process.

c.

IMAGE

FACTORS:

they are objectives of political projection, which are needed to

maintain a strategic leadership in the context.

3. DEFINITION

OF EXECUTIVE PROGRAMS:

the frame that contains the specific actions of

intervention. The number of programs depends on the magnitude and complexity of the unit and the complexity of the process to develop. There is no a predetermined number of programs. The important thing is to consider each program as a container for actions homogeneous in terms of their objectives, scope and areas of intervention.

4. DESIGN OF ACTIONS: they are specific interventions with specific goals and impact indicators that can maintain and manage the change process (in the three areas: business, cultural and political) according to the objectives.

5. EVALUATION: the articulation of the results of management indicators in the decisions of continuous improvement.

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This design from the most symbolical (the purpose), to the most concrete (actions) are organized according to these three areas of responsibility: economic, cultural and political. There is a consistency in terms of performance management in each axis (meet the economic objectives of cultural and political) but at the same time there is also a transversal integration between the axes that allow to develop in parallel with symmetrical growth. This prevents, for example, oversize business goals over the labor conditions that affect the working environment and would impact on the political image of the organization. In the same way would prevent ineffective cultural practices does not undermine the project would become unviable with internal and external implications for the organization. Managing a corporate change based on three dimensions of responsibility leads to parallel management. On the one hand, the efficient management of the linearity of the execution of each dimensions (the programs for economic, corporate culture, and public image). On the other hand the management of effective the transversality of integration that allows each dimension results in self-regulates the development of other programs.

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Change Management Board

Strategic focus Operational goals Intervention programs Actions
actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions actions Group of management indicators Group of management indicators

Evaluation

Program A Outcomes factors Program B Program C Program D

Group of management indicators

Project concept

Integration factors

Program E Program F Program G

Image factors

Program H Program I

2009 Marcelo Manucci All rights reserved N 759707 2010 Grupo Editorial NORMA ISBN 978-958-45-2992-3