![](https://johnsohn.dk/wp-content/uploads/2016/11/The-Henley-Transformational-Framework.png)
Elements of The Henley Transformational Framework:
Centre of Organisational Learning is Leadership & Culture, driven by Mobilize for change, Translate strategy into objectives and incentives, Design the change process and Align the organisation
Principle:
Areas of management activity involved in moving an organisation from current to future state
Positions associated subject topics that relates to activities, and decision areas in the transformational process
![](https://johnsohn.dk/wp-content/uploads/2016/11/Energy-Commitment-in-change-environment.png)
Leadership central to change, more dynamic environment more leadership (Strong power, broad expertise, high credibility + management skills + create team trust + goal sensible to head appealing to heart Kotter, 1995)
Culture key-determinant of success and failure – largely below threshold awareness – start changing change managers
Organisational learning to sustain change
Mobilise – leadership and communication to achieve commitment (avoid egos and snakes – Kotter 1995)
Translate – VMOST projects and plans
Design – architecture of change process
Issues:
Iterative process
HMC, Higgs (2002) focus on Leadership Competence:
Creating the case for change: effectively engaging others in recognising the business need for change
Creating structural change: ensuring that the change is based on depth of full understanding of the issues and supported with a consistent set of tool and processes
Engaging others in the whole change process and building commitment
Implementing and sustaining changes: developing effective plans and ensuring good monitoring and review practices are developed
Facilitating and developing capability: ensuring that people are challenged to find their own answers and that they are supported in doing this
Kotter, 1995 change process:
- ESTABLISH A SENSE OF URGENCY
- FORM A POWERFUL GUIDING COALITION
- CREATE A VISION
- COMMUNICATE THE VISION
- EMPOWER OTHERS TO ACT ON THE VISION
- PLAN FOR A CREATE SHORT-TERM WINS
- CONSOLIDATE IMPROVEMENTS AND SUSTAIN THE MOMENTUM FOR CHANGE
- INSTITUTIONALIZE THE NEW APPROACHES
Beer & Nohria, (2000) two archetypes of change:
- TYPE E – hard change, use of economic value, downsizing
- TYPE O –soft change, learning yardstick of success
Hard to manage both simultaneously
Applications:
To manage and succeed in stakeholder expectations and requirements
Source of The Henley Transformational Framework:
Henley Business School