Planting Seeds of Change: Preparing the ground
"Your environment might be more important than your programme" says Paul Knight
When embarking on a transformation journey, it is normal to focus primarily on the program or project at hand but I would argue that the environment in which the transformation will take place is every bit as critical. Organisational readiness is the ground from which your programme will rise and thrive, or stand and then fall. In a well prepared environment you can sustain change and transformation even when conditions are difficult. In an environment not prepared for change, your programme will almost certainly fail to take root, be unsustainable, and at best will only release some of the benefits you seek.
Organisational readiness refers to the state of preparedness within an organisation to embrace, implement, and sustain transformation. Think of it as preparing the organisational soil for the seeds of transformation. It involves establishing the right conditions and cultivating an environment that fosters innovation and creativity. This concept is especially vital in local authorities, where the primary focus is by necessity on maintaining essential services with limited financial resources, rather than on innovation.
Preparing your organisation ensures that when your transformation program commences, it will be embraced, nurtured, and carried forward by the entire organisation.
Why Is Organisational Readiness Crucial?
Successful transformation is not just about designing a collection of initiatives; it's about creating a sustainable change. Many transformation programs fail because they do not consider the long-term capacity of the organisation to absorb, sustain and build upon the changes. Without organisational readiness, the benefits of transformation may be short-lived, leading to a cycle of continuous transformation efforts.
But why is organisational readiness so crucial for sustainable transformation? The answer lies in the sobering statistics of change program failures. Even initiatives that appear successful at first glance often fizzle out within a few years, leaving organisations either back at square one or certainly not as far advanced as their ambition and intention promised. The key differentiator between short-lived change and truly transformative shift is the organisation's ability to not only begin but also sustain and build upon the initial transformation.
An organisation that is ready for change is like well-prepared soil, ready to nurture seeds of transformation. It can nourish the early shoots of transformation and also sustain and grow an ever healthier and stronger set of outcomes over time. This ensures that when the transformation programme itself comes to an end, the organisation can independently continue on its transformative path.
Begin with the end in mind
The first step in achieving organisational readiness is understanding and acknowledging its importance. Leadership teams must recognise that both the technical aspects of transformation and the organisational environment need to be addressed. This involves self-awareness and an objective assessment of the current state of readiness.
At RPNA we begin our work by planning our exit, aiming to leave behind a self-sustaining organisation. We focus on developing internal capabilities and capacities, ensuring that the organisation can continue to innovate and respond to challenges long after we have departed.
We help organisations to consider what must be true within their culture, leadership, and workforce to support ongoing innovation and adaptation. This approach moves beyond the traditional cycle of big transformation programs followed by periods of stagnation. Instead, it develops internal capabilities for continuous improvement and responsiveness to emerging challenges and opportunities ensuring that local government can develop the capacity and capability to continually evolve. The aim is always to ensure that the leadership is equipped to lead and develop the culture of the organisation to adopt new technologies and ways of working, so that it can adapt to disruption in a proportionate yet transformative manner without the need for feast and famine periods of innovation.
Objective assessment
So how do you know if your organisation is ready for transformation? You begin with self-awareness and an objective assessment of your current state. We follow a framework for organisational readiness that involves understanding the principles of good transformation leadership, planning, resourcing, visioning, communication, and engagement. We help our customers to understand where their organisation stands on these dimensions, and how to prioritise areas for improvement before they create a roadmap to being "match fit" for transformation.
By working closely with the organisation we help them to understand and own the importance of their transformation programme, whilst mitigating the risks that resistance to change and lack of understanding bring. We work with the teams receiving the changes to ensure that they understand the vital importance of their role as participants in transformation, avoiding the too often experienced feeling of passive, powerless observation.
Challenges and Solutions
One of the primary challenges in achieving organisational readiness is balancing short-term imperatives with long-term ambitions. Local authorities often face immediate financial pressures, making it difficult to focus on future readiness. However, by segmenting and prioritising initiatives, organisations can manage these demands and create clear action plans.
Moreover, maintaining transformation momentum requires continuous learning and adaptation. Organisations must stay updated with evolving technologies and societal demands, incorporating these changes into their readiness strategies. For instance, as AI becomes more prevalent, organisations must develop skills to leverage this technology effectively whilst ensuring that they do not allow it be seen as a panacea for all ills.
We are quite often asked to support organisations who are not seeing the engagement or success that they hoped for in the midst of their transformation programmes. Our message to them is that it is never too late to assess readiness. Identifying how able the organisation is to absorb continued change is always a valuable and insightful exercise. To extend my seed analogy one last time, sowing more seed in over worked soil will not necessarily lead to a richer harvest.
Conducting a programme readiness diagnostic will help you to understand what is causing resistance. It could be any number of causes, from lack of engagement and understanding to a temporary lack of capacity to absorb more change. Remember, transformation is complex and challenging and dynamic. The environment in which you operate is changing all the time.
Conclusion
Organisational readiness is a fundamental component of sustainable transformation. It ensures that the investment you’re making by changing the way you operate is fully recognised. It avoids waste and failure. It sets you up for success by fostering an environment that supports continuous innovation and adaptation. As local authorities navigate the complexities of transformation, prioritising organisational readiness will be a key enabler of your programme success.
As you embark or continue on your transformation journey, remember that the ground you prepare is just as important as the seed you sow.