This document outlines drivers and reasons for organizational change. It discusses the need to conform to compliance requirements, align people and processes across an enterprise, and optimize and improve existing processes. It also addresses cultural and economic factors like aligning employees on common challenges, impacting revenue, margin, and growth. Questions are provided to assess needs for change related to compliance costs, regulatory forces, process reviews, relevance, productivity, and attrition. Potential change enablers include industry shifts, diversification, mergers, reconciling knowledge with reality, globalization, organizational structure, and incentives.

1. ProcessPeopleTechnology$
Drivers
Why You Need Change
Reasons
Do You Recognize These Needs?
(A few examples)
Engineering
Opportunity
through
Change
Transformation
(Need)
Process
Compliance
Need to conform to official requirements
Organizational Alignment
Aligning people and process in an enterprise
Optimize
Improve Existing Process
Culture
People
Employees, Partners and Clients
Circumstances
Events affecting the business
Region
Cultural and local perspectives
Alignment
People focused on the same challenges
Economic
Revenue
Top line economic impact
Margin
Raw percent profit
Growth (Want)
Revenue
Expansion
Top line economic growth
Prestige
Brand awareness and market impact
Capability
Service
Expansion of capabilities
Talent
(Skill vs. Will)
Product
Expansion of goods
Does the compliance change affect core business?
Is Compliance too expensive in time and resources?
Are regulatory requirements forcing change?
Do you need to manage your change journey?
Is a merger bringing in new processes?
Have you had a major outsourcing event?
When was the last time processes were reviewed?
Are processes aligned with today's needs?
Do you and others believe you are relevant? Why?
Is personal productivity low?
Is attrition greater than 30%?
Change Enablers
Industry, regulatory or compliance changes?
Diversifying your business?
Are you in a merger/divestiture?
Can you reconcile what people "know" vs what is?
Are you global or just multi-national?
Are you tribes or neighborhoods?
Are org. incentives aligned for corporate success?
Is vision consistent across all management layers?
Need to improve the sales process?
Need to find new markets or channels?
Diversifying your service/product portfolio?
Need to improve the quality of revenue?
Comments:
Date: Mon Aug 19 2013
Version: 0.91
Author: Lawrence I Lerner
Constructive Disruption
Lerner Consulting: Proprietary and Confidential
Draft
This is a draft of the Constructive Disruption change agenda. Transformation and Growth in
CD breakdown into the motivators or Reasons driving change.
The model is still a draft. Comments welcome.