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Transformation capacity

The capacity to develop and renew the organisation over time.

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.

Explore Operational Excellence →Explore Strategy →

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

The Transformation Capacity Dialogue

A reflection-based way of working for boards and leadership teams that helps the organisation understand transformation pressure, transformation need and transformation capacity – and turn that understanding into strategic priorities.

The work moves between individual reflection and shared dialogue. The parts below describe what the work holds; the weight lies in the conversation and in the conclusions the group formulates for itself.

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
The difference between knowing more and seeing differently.
Leadership in complexity
Creating direction, collaboration and capacity for action when reality is complex.
Collective intelligence
When different knowledge and perspectives become a shared capacity.
Organisational culture
What shapes how we actually act together.
Strategy
Creating direction and the capacity to move towards it.
Operational Excellence
Improvement capability that develops and is carried in everyday work.