This formula represents the three dimensions of development. In this way, an organization can grow (achieve the expected results), keeping in mind the context without affecting the external relations or force the corporate culture to reach the levels of desired results

1. Three dimensions of change
Marcelo Manucci © 2012
Think about the quality of institutional relationships is a key strategic factor, because the quality of
perceptions defines many attitudes and decisions in different stakeholders. The quality of links
affects the living conditions of the activity of a company or organization. In this framework, we have
designed a model of change based on a systemic approach of the transparency, the
competitiveness and the growth integrating three dimensions of development. This model of change
(applied both to companies and organizations) is based on the following equation:
OUTCOMES + INTEGRATION + IMAGE
Three dimensions of change| 1

2. This formula represents the three dimensions of development. In this way, an organization can grow
(achieve the expected results), keeping in mind the context without affecting the external relations
or force the corporate culture to reach the levels of desired results.
In recent decades, changes in the context widened the gap of instability and unpredictability in the
decisions landscape. The competitiveness is related to corporate ability to respond the social,
political, economic; technological challenges that influences in the daily life of a business.
Precisely, the "unethical", "corruption", "financial maneuvers" (among other events) are symptoms,
not the causes of a corporate structure who tries to keep by the force certain conditions for their
benefit exclusive. The symptoms are visible aspects of a structure that can’t sustain its
competitiveness in another way, can’t hold the dynamics of interaction and force the context to
accommodate their movements to their poor management capabilities.
The model of responsible competitiveness
Hold the image of the future, in the present instability, provides resources to generate development
opportunities while expand growth alternatives. The fear of the future appears when the purpose of
a human group has been emptied of meaning. When we confuse "the future" with the calendar, we
run wild without direction. The present is distorted because we have separated our liability
(personal, group, collective) of participation in everyday life. This alignment transforms us (many
times) into functional elements to structural dysfunctional system in which we participate.
Therefore, recover the future is fundamental to sustain growth beyond financial parameters.
Transform to compete in this context means preparing for "living in motion." It is a challenge
because it invests the logic of "balance" which is the classical view of organizational design. The
extrapolation of the concept of "break even" to a "cultural equilibrium" generates a cognitive
lethargy with emotional and behavioral consequences too risky in front the context changes.
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3. We sustain the development of corporate change in three dimensions of responsibility:
 ECONOMIC RESPONSIBILITY: relates to the ability of an organization to create development
alternatives based on a collective purpose. It is the responsibility of the OUTCOMES and
sustainability of the project. This refers to compliance of corporate goals and performance
in business management.
 CULTURAL RESPONSIBILITY: relates to the ability to create opportunities for personal
development within an institutional framework or social integration. It is the responsibility of
INTEGRATION through conditions of development for those involved in the project or those
working in the organization.
 POLITICAL RESPONSIBILITY: relates to the ability to create favorable conditions for social
integration and development for the common welfare in society in which an organization
operates. It is the responsibility of the IMAGE and social political impact of the activities or
project development.
Design the change
The model is materialized in a management board. The core of the board is the "purpose" of
change which provides the framework of the transformation process. This “concept” is displayed in
specific goals in each of the axes (OUTCOME + CULTURAL + IMAGE) with intervention programs that
contain the action groups. The process can be organized in five steps:
1. DEFINITION OF STRATEGIC CHANGE: the design of the concept which defines the meaning of
the process and establishes an important image of the transformation. It is the ideological
base that makes the sense of the new structure.
2. DEFINITION OF THE GOALS OF IMPLEMENTATION: the realization of the strategic concept into
operational objectives in three lines of action:
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4. a. OUTCOMES FACTORS: they are objectives of business or activity that must be
developed to support operationally, this direction of change.
b. INTEGRATION FACTORS: they are objectives of culture and identity, which are needed
to support the participation and motivation of people in the process.
c. IMAGE FACTORS: they are objectives of political projection, which are needed to
maintain a strategic leadership in the context.
3. DEFINITION OF EXECUTIVE PROGRAMS: the frame that contains the specific actions of
intervention. The number of programs depends on the magnitude and complexity of the unit
and the complexity of the process to develop. There is no a predetermined number of
programs. The important thing is to consider each program as a container for actions
homogeneous in terms of their objectives, scope and areas of intervention.
4. DESIGN OF ACTIONS: they are specific interventions with specific goals and impact indicators
that can maintain and manage the change process (in the three areas: business, cultural
and political) according to the objectives.
5. EVALUATION: the articulation of the results of management indicators in the decisions of
continuous improvement.
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5. This design from the most symbolical (the purpose), to the most concrete (actions) are
organized according to these three areas of responsibility: economic, cultural and
political. There is a consistency in terms of performance management in each axis (meet
the economic objectives of cultural and political) but at the same time there is also a
transversal integration between the axes that allow to develop in parallel with symmetrical
growth. This prevents, for example, oversize business goals over the labor conditions that
affect the working environment and would impact on the political image of the
organization. In the same way would prevent ineffective cultural practices does not
undermine the project would become unviable with internal and external implications for
the organization.
Managing a corporate change based on three dimensions of responsibility leads to
parallel management. On the one hand, the efficient management of the linearity of the
execution of each dimensions (the programs for economic, corporate culture, and public
image). On the other hand the management of effective the transversality of integration
that allows each dimension results in self-regulates the development of other programs.
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6. Change Management Board
Strategic focus Operational goals Intervention programs Actions Evaluation
actions
actions
actions
Program A Group of
actions management
actions indicators
Program B
Outcomes factors actions
Program C actions
actions
actions
Program D actions
Project actions Group of
concept Integration factors Program E actions management
actions indicators
Program F actions
actions
Program G actions
actions
Image factors Program H actions Group of
actions management
actions indicators
Program I
actions
actions
© 2009 Marcelo Manucci · All rights reserved · Nº 759707
© 2010 Grupo Editorial NORMA · ISBN 978-958-45-2992-3