Targeted interventions during transformations

Targeted interventions during transformations

The triangle shows where leadership interventions have the most impact in transformation phases.

“Culture eats structure and strategy for breakfast”.

Peter Drucker

The numbers under the respective characteristics show the effectiveness of measures in the respective characteristics in phases of transformation. They are least effective in the dimension "Structures and processes". Even if it seems easy to achieve an effect through reorganisation, for example, the results are often sobering. As a rule, more is spent on process and structural work than what is gained through it. Somewhat better, but still not really effective, is the work on a new strategy: in a transformation there is often simply not enough time to bring about changes in the long term. Much more effective in the short term are cultural measures that affect employee behaviour.

Most of the time, unfortunately, most of the energy is invested in structural work, where most of it goes to waste. If, on the other hand, managers succeed in focusing on culture work, then real transformation is possible.