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Readiness change-strategic capability-agency engagement

Johnathan Bonnell
Johnathan Bonnell

Sorry that this doesn't look that pretty folks (I'm going to have to still work some kinks out). I basically re-did Crossan, Fry and Killing's Organizational Readiness model for change, and applied some thoughts around how the agency should engage the strategy ask at the three different stages.

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Anticipatory Change Reactive Change Crisis Change ≒ Strategic performance is healthy ≒ The need for change is uncertain ≒ Internal commitment for change is low The lack of internal pressure, combined with an organizational performance that has yet to slide makes it dif鍖cult to sell in any strategic altering or re-alignment at this stage. Time & resources will allow the agency to go deeper into the methods outlined in the reactive change category, but a few other factors will be important: your key client contacts credibility within their organization, & your ability to deliver a strong recommendation. ≒ Strategic performance is sliding ≒ Need for change is becoming clear, not certain ≒ Internal commitment for change is mixed At this stage, some of the clients team (and hopefully your key contact) is beginning to see the need for change, but you still may have to help sell in the need for strategic direction altering. In addition to key methods for showing industry, competitive, consumer and technological shifts, it will also be important to project multiple future scenarios for the clients strategy using existing as the base case. ≒ Strategic performance is bad ≒ The need for change is clear by everyone ≒ Internal commitment for change is high Fast, focused and decisive action is required at this stage, as the client is most likely facing internal and external challenges. The client will be bringing in an outside change agent, so it will be an interesting time for the agency to be involved, if they are even allowed to be. Any agency strategic engagements must be cognoscente of time and the clients depleted resources as this stage. Reactive change Crisis change Readiness for change Time StrategicPerformance Anticipatory change Strategic capability @digitalinfant

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Readiness change-strategic capability-agency engagement

  • 1. Anticipatory Change Reactive Change Crisis Change ≒ Strategic performance is healthy ≒ The need for change is uncertain ≒ Internal commitment for change is low The lack of internal pressure, combined with an organizational performance that has yet to slide makes it dif鍖cult to sell in any strategic altering or re-alignment at this stage. Time & resources will allow the agency to go deeper into the methods outlined in the reactive change category, but a few other factors will be important: your key client contacts credibility within their organization, & your ability to deliver a strong recommendation. ≒ Strategic performance is sliding ≒ Need for change is becoming clear, not certain ≒ Internal commitment for change is mixed At this stage, some of the clients team (and hopefully your key contact) is beginning to see the need for change, but you still may have to help sell in the need for strategic direction altering. In addition to key methods for showing industry, competitive, consumer and technological shifts, it will also be important to project multiple future scenarios for the clients strategy using existing as the base case. ≒ Strategic performance is bad ≒ The need for change is clear by everyone ≒ Internal commitment for change is high Fast, focused and decisive action is required at this stage, as the client is most likely facing internal and external challenges. The client will be bringing in an outside change agent, so it will be an interesting time for the agency to be involved, if they are even allowed to be. Any agency strategic engagements must be cognoscente of time and the clients depleted resources as this stage. Reactive change Crisis change Readiness for change Time StrategicPerformance Anticipatory change Strategic capability @digitalinfant