Mechanics of change
Contents
Mechanics of change
In the way of linked environmental factors, environmental changes – with leadership functioning in this sense – bring about responsive adjustments to the specific functioning, i.e., the structure of the organisation internally as specific responses to VUCA (or even BANI). Structural changes thus generate structural changes via structural links. The established leadership and management consultancy that is based on this terrain unanimously follows this path. There, those seeking advice and those giving it move within a dimension that they try to appropriate through co‐creation, i.e., the joint construction of conceptual content. Making ›maps‹, ›roadmaps‹ and portfolio representations promises orientation. Common terms, word creations and acronyms, which condense complex concepts as ciphers or symbols and signs, make them communicable, ultimately promise the ability to act, orientation and meaning – and they construct common hope.
However, the overall driving forces are designed to consistently increase the speed of structural change and the pressure on organisations. For example, Boston Consulting Group (2017) identifies 12 drivers that will, as they put it, ›radically change the nature of organisational processes‹. These cluster into ›Technological and Digital Productivity‹, ›Shifts in Ways of Generating Business Value‹, ›Shifts in Resource Distribution‹, ›Changing Workforce Cultures and Values‹.