The document discusses a framework for managing organizational change. It argues that change will occur whether managed or not, so the purpose of management is to establish conditions where deliberate change is supported by continuous alignment of abilities to a targeted future value. It also discusses key influences on change success, alignment, and developing the capability to produce change when demanded by stakeholders. The overall framework presented focuses on managing change by cultivating alignment and responsiveness to demands rather than executing projects.

1. The Change Enablement
Framework
A Perspective on the Future of Managing Change

2. Why manage Change?
The background concept of the framework is that organizational change will occur
whether it is managed or not.
The distinctive purpose of management is to establish conditions in which a
deliberate change is supported by continuous alignment of ability to a targeted
future value.
Obviously, that purpose will then encompass development, evolution and
transformation.
But managed change is driven by an environmental condition that strategically
demands recovery, growth, or innovation in the organization’s pursuit of purpose.
It represents that the current state is either not necessary or not sufficient as the
desired state.
For that reason, managed change is intended to cross the gap between the way the
current state is maintained and the future state should be maintained.

3. Demand-driven Change
Typically, the organization’s ability for change is not explicitly enabled and
ready for the operational transition that is intended to occur.
Architectural capacity and Strategic value are the foundation of the effort’s
success. The organization must be built for change, and do the right work.
In that light, the management is not about progress and performance; it is
about alignment and relevance.
Demand predetermines whether deliberate change is deemed to be
successful.
Success and Failure are Value Judgements made at the agreed moment of
assessing outcomes.
Successful change is signaled by the adoption of a different state as either
the new preferred or new necessary “normal”.

4. Intended Change
It is critically important to acknowledge the difference between adoption and
approval.
Lack of approval may cause an adoption failure; but adoption can and does occur
without approval by all affected parties.
As a result, authority is also unavoidable as a factor.
Adoption may happen without corresponding to the conventional authorities.
Meanwhile, the sustainability of a change may or may not be dependent on
approval by authority.
Authority is variable.
Typically, the most influence that authority has on change involves the availability
of resources required to produce and maintain the change.
The most influence that can be exerted on authority itself is typically an explicit
visibility of risk or reward.

5. Key influences on Change Success
prioritize
adoptsustain
support
demand
impact
RELEVANCE
To Stakeholders
AUTHORITY
for Risk v. Reward
CULTURE
of Needs & Preferences
When an affected party
deliberately pursues change,
the decision to change
comes with an opportunity
perceived from a point of
view (POV). A change in POV
can change the decision.
© 2018 malcolm ryder / archestra research

6. Producing for Demand
Demand for change always represents parties that are stakeholders in “the future”;
the point of deliberate change is to align to a predefined future.
This raises three issues.
1. What is the defined difference between the present and the future?
2. Which stakeholders in “the present” will also be stakeholders in the future?
3. What is the support required for the future stakeholder versus the present
support
The type of change to conduct, regardless of the time spent or level of complexity
involved, is inherently a strategic problem to solve.
Namely: all effort must align to a sustained adoption scenario – one that is reliable
because stakeholders want it to happen and will be directly invested in it
themselves.

7. Key influences on Alignment
need
desirechoice
ROI
options
proof
EXPERIENCE
Of Stakeholders
VISIBILITY
of Risk v. Reward
INCENTIVE
per Needs & Preferences
Sustained Adoption is a state in
which the key influences have
already been reconciled, and
the coordination is systemically
supported in the organization.
© 2018 malcolm ryder / archestra research

8. Capability to Produce
The support of production is systemic if the resources, operations and
relationships all contribute on demand for alignment.
The organization of that collective contribution is both an activity and a
structure – or said differently, a function of a form. Both need to be
designed.
Within the range of potential real-time activities, the primary objective
is to do the right work.
The ability to do that work as an organization requires that each actor
individually has the motive, opportunity and means for investing in a
role that enables the organization’s ability, readiness and willingness
for relevant production.

9. Key influences on Capability
opportunity
motivemeans
objective
resource
scope
ABILITY
Of Stakeholders
WILLINGNESS
versus Risk or Reward
READINESS
per Needs & Preferences
Capability is a potential. Ability
is an actual. But in between the
potential and the actual is a
predisposition. Inhibitors to
actuals or to predisposition
directly lower capability, which
disables given types of change.
© 2018 malcolm ryder / archestra research

10. Demands on Change
Organizations mounting change initiatives usually know of or already have a wide
range of technical and procedural options to leverage.
Because of the reasonable pressures to operate with economic efficiency and
disciplinary quality, management of change efforts normally exerts its influence in
terms of execution and performance.
That provides an accounting for the validity of the work versus expectations.
However, the reported history of success in that management mode is persistently
discouraging, with no more than a third of managed changes getting a “success”
rating from client and analyst evaluators.
The specific measure of failure has usually been that the outcome did not match
the benefit needed at the time of evaluation.
This problem is only exacerbated by the “new normal” – the increasing frequency
of changes in demand that occur while change efforts are in process.

11. Changing How You Change
The provider side of those changes has far too often featured an inadequate
capability to adjust on demand in a way that made sense in the prevailing
management perspective.
The breakthrough required by that mismatch is the change in perspective
itself. The role of management in change is not to drive performance-based
execution episodes.
The role of management in change is to continually cultivate the alignment
of effort to the production of valuable responsiveness to demand.
Management must create an enabling ecosystem in the organization for
change.
Management’s key “deliverables” are systemic influences on alignment:
transparency and communication; flexibility and resilience; and,
sustainability and maturity.

12. Framing Assumptions
The management frame of reference for change sits in front of several uncommon
assertions that are basic to understanding the need for the perspective of the reference.
1. Required value can change at any time, regardless of projected value
2. A change effort is not successful unless the outcome is adopted; termination of effort
is not the key state
3. Performance management is the incorrect system of measurement for change; value
management is the correct system
4. Change is not a linear process; it is a continuous campaign
5. Relevant change is not executed; it is produced
6. Most failures of change efforts occur because the organization was not sufficiently
enabled, regardless of commitments or prior responsibilities
7. Change management is not a subset of project management; projects are simply one
type of production tool for intentional change.

13. CHANGE HOW YOU CHANGE
CHANGE VALUE MANAGEMENT BUILT FOR CHANGE
© 2018 malcolm ryder / archestra research
CHANGE
AGENTS
MANAGEMENT
CULTURE
PRACTICE
COMPETENCY
STAKEHOLDERS
BROKERS
ROLES
ECOSYSTEM
PORTFOLIO
STRATEGY
CAMPAIGN
INVESTMENT
DESIGN
ENABLEMENT
READINESS
PRODUCTION
ADOPTION
CAPABILITY MATURITY

14. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2020 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
decisions about, and shapings of, the observed activity.