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Transformation capacity

The capacity to understand which kind of change a situation calls for and to improve, develop or transform accordingly.

The question we start from

When do we need to improve, develop or transform?

Reading depth

Four ways to read the same topic. Start wherever you like.

Organisations develop in different ways. Sometimes it is about improving what already works. Sometimes new ways of working need to be developed. And sometimes conditions change so much that the operating logic itself needs renewal.

Transformation capacity is about the organisation's ability to understand which kind of change the situation calls for, and to develop the capability to carry it through.

Improve

Making what already exists work better.

Develop

Creating new ways of working within the organisation's existing logic.

Transform

Renewing the very logic through which the organisation creates value.

Three equally valid logics of change. The situation decides which one creates value.

The situation decides which kind of change creates value. Different parts of the same organisation can need improving, developing or transforming at the same time.

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One situation, four perspectives

The perspectives are equal. Together they make the situation clearer.

The same change can be understood through several perspectives.

Me: Which assumptions shape how I interpret the change, and which possibilities can I see?
We: How do we use our different perspectives to understand the change and create shared capacity to act?
The organisation: Which parts of our culture, structure, strategy and ways of working need to develop?
The system: How are the relationships between our organisation, the wider world and the systems we belong to changing?

Working with the perspective

Here we show how a board and a leadership team can turn the perspective into strategic dialogue and prioritisation.

Shared practice

Strategic transformation dialogue

A reflective way of working in which boards and leadership teams read transformation pressure, transformation need and transformation capacity together, then turn that understanding into strategic priorities.

The work moves between individual reflection and shared dialogue. Its centre of gravity lies in the patterns the group sees for itself, the choices it formulates and how learning is followed over time.

Ways in

Individual assessment: Forming a first personal reading of the situation.
Individual reflection: Exploring one's own assumptions and perspectives.
Shared dialogue: Making differences, patterns and shared questions visible.
Strategic conclusions: Judging what mainly needs improving, developing or transforming.
Prioritisation and design: Formulating what initiatives need to deliver so that they create value and build capacity over time.

Shared practice

Dragonfly

Dragonfly can support shared dialogue, prioritisation, action and learning when strategic conclusions are carried into everyday organisational work.

The environment is described here and becomes available later on.

Individual practice

Instar

Instar can support individual reflection, perspective-taking and development over time.

Explore Instar →

This connects with

Keep exploring in whichever direction matters most to you.

Transformation capacityVertical developmentLeadership in complexityCollective intelligenceOrganisational cultureStrategyOperational Excellence

Vertical development
Developing how we make meaning, take perspective and exercise judgement in complex situations.
Leadership in complexity
Creating direction, collaboration and purposeful action while holding many perspectives and dependencies at once.
Collective intelligence
When people's knowledge, experience and perspectives become shared understanding, decisions, action and learning.
Organisational culture
The shared patterns that shape how people interpret, prioritise, decide and act together.
Strategy
Choosing direction and developing the organisational conditions that turn it into everyday practice.
Operational Excellence
The capability to create value through direction, improvement, action, follow-up and learning in everyday work.