When problems are complicated and cross functional boundaries, we slow down and go deep.
Redefining the propose saves significant time when establishing the measures of success.
Bringing together the process owners who provide inputs and receive outputs can eliminate unforeseen problems.
Finding solutions to the most challenging problems requires organizational effort.
Differential Change Requires an Organizational Effort
When we notice problems that are complex and the solutions aren't obvious to the team, we have to dive a little deeper.
We go all the way back to our purpose, with the intersecting processes in mind. Then ask the question, with the all the right people involved, "How will we measure success in achieving this outcome?"
This is the strategy system conversation as it shows up in the pursuit of a differential change.
From there we can begin to refocus our attention on the potentially new measures of success while we evaluate our current process for inefficiencies through the new lens.
This is the overlap in the management systems and the performance systems - a cross functional project that addresses a complex problem with many risks.
Most organizations have a process improvement approach in place. Most of them are also incomplete. Missing the intention of the four systems - strategy, management, performance, and leadership (culture). If any system is missing your solution will fall short.
Informal presence fails to meet the impact of the intention of formally exploring each system.
"We know what is important." I've heard that for so long it now frightens me to hear it. I've seen global organizations fall prey to their own arrogance and assumptions of 'knowing what is important.'
The solution was simple. Let's just go back and ask the customer and the business what exactly is important.
Differential change requires a very formal and intention approach if we are to get it right. This is not the place to cut corners or skimp on the inputs.
If you don't have the time and resources to do it right the first time what makes you think you'll be in any better position to do it over?
Performance improvement is about change.
Incremental changes take place every day. When we work with our teams to address the day-to-day problems, we move closer to our purpose.
Differential changes require a lot more help. When we work across the processes that intersect with ours and find different ways to work together, we all move closer to our purpose.
No matter what we change, we have to share what is new with everyone. Training our teams to perform cannot be overlooked. Without sharing what is new, we can expect to create conflict and frustration.
The three main elements within the performance system allows organization change takes place. Without the presence of all four systems, the best we can do it far from what we need.