• Strategy of transformation
• When is it necessary to work on the strategy of transformation?
• Cultural transformation
• Some of most common interventions of cultural change
• Structural Transformation
• Some aplications of Structural Transformation

Strategy of transformation

The best way to direct the process of transformation is starting from a strategy that points out the direction, depth, speed and level of involvement needed in the organization.

A successful strategy is born within the essence of the organization. It responds to the current competitivity of the organization and can produce tangible aspects and high added value.

Trying to transform without strategy seriously jeopardizes the current and future effectiveness of the actions of technological and cultural change.

When is it necessary to work on the strategy of transformation?

• When the speed of response to the environment has to be increased.
• When is necessary build a homogeneous organizational culture
• Whenthe way of working will be modified (new technology or structure)
• When the future direction is unknown or the current situation appears to be unexplainable.
• When many unsuccessful efforts to improve effectiveness have been done.
• When the origin of low effectiveness is unknown
  

Cultural transformation

The culture of an organization is the performer of strategic vision and incorporates both the understood and explicit aspects that characterize the organization.

The latter can be understood as: the way leadership has an influence on the human resource throughout the structure, in order to achieve strategic vision.

Effectiveness of the culture depends mainly on the degree it is consistent with the strategy of the organization.

Some of most common interventions of cultural change

• Development of abilities for transformation:

• Leadership for transformation
• Teamwork
• Communication
• Handling conflicts
• Managerial planning
• Coaching and feedback
• Strategic influence, negotiation and emotional effectiveness
• Creative innovation

• Development of natural teams
• Strategic management
• Development of business effectiveness
• Development of operating autonomy
• Competence management
• Reengineering by outputs

Structural Transformation

Besides encouraging a transformation, it is necessary to assure its incorporation and reproduction. Without the proper actions of assurance, the cultural transformation turns volatile. The best practices are discarded and the organization gets immune to them.

Among the most frequent actions for assurance of the transformation are: the description, measurement, appreciation and encouragement of personal performance. All these turn output (outcomes) oriented.

Their effective implementation culminates in the transformation of work relationships.

Some applications of structural transformation

• Descriptions of results based on outputs (outcomes).
• Design of managerial information and follow up of plans systems (effective scorecard)
• Appreciation of performance based in outputs (outcomes)
• Plans of remuneration by outputs (outcomes)
• Plans of work flexibility