Are We Moving At The Right Pace?

Well, this is a question that every business is likely asking itself these days.... and they should. Unfortunately, for many businesses the answer defaults to technological tools which only last as long as a kid plays with a new toy. The key to really affecting organizational pace is in understanding and applying system thinking. Organizations are an interconnected array of complex systems, just like the human body, which has 11 systems all housed under the same structure. To sustain change, an organization must address and align all of its systems, otherwise changes are simply moments in time, not lasting currents of doing things differently.

COVID-19 has accelerated the need to drive change faster within organizations. What it used to take years before, it must takes months now. The question is: HOW to do that in a sustainable way? There are five foundational elements that must be addressed and aligned when looking to increase the pace at which an organization is moving. The quantity and/or degree of change of each element will vary in every organization, but these five elements are common across all businesses and industries.

1. Organizational Structures - It is not just about span & layers but also the intersection among them. Greater focus should be put on vertical and horizontal collaboration as well as building diagonal networks connecting senior leaders to front-line employees.
2. Processes - Pace is not just about making things faster (automation), but it is also about making things smarter. Processes must be simple and intuitive. Complexity is a human trait many times driven by a desire for control. Distinguishing between input and decision rights is critical to accelerating decision-making. Don't just buy a new software to automate a process that does not work; fix the process first and then automate.
3. Metrics/Information - You can not improve what you do not measure. So, if you are looking to improve organizational pace, you must clearly define how you will measure it. Don't just focus on lagging indicators - by the time you receive them there is nothing you can do to change the outcome. Instead, focus on the right leading indicators that will enable you to course correct in time to impact the outcome. Don't get distracted by trying to measure too many things; remember the 80/20 rule "80% of the outcomes are generated by 20% of the inputs"... focus on measuring the 20% only!
4. People Skills - moving at a faster pace is something that comes naturally to some, and can be improved in others with training. However, some cases represent a stretch so big that some individuals cannot achieve it. Being clear on the skills you need for the future is essential to making progress. 21st Century skills, such as system thinking, critical thinking and design thinking are a must to accelerate progress. Having the right individuals in the right place is more than a "cliche phrase". Acting boldly and leading and embracing change become essential leadership competencies. Ensuring diversity of leadership styles like visionary, catalyst and architect are an essential element of success in responding quickly in a world of constant change.
5. Culture - the glue that holds all the other four elements together. Without influencing the mindsets that underlay corporate behaviors, you cannot sustain change. A false perception of moving faster may be created by the acceleration and completion of a given project; however that won't be enough to really improve your organizational pace in the long run, it only proves that moving faster is possible. Removing barriers to culture change is as much of an art as it is a science. A job that requires the attention and full commitment of the senior leadership of an organization. Change leadership is not something you can delegate or decide to do at certain times of the day - it is an on-going effort with significant risks and a long term rate of return.

Moving faster seems to be linked to "start-up" like organizations only, however is that really true? No, large corporations can become fast organizations too... they just need to address and align the five ingredients that make start-ups more flexible and adaptable entities: structure, processes, metrics/information, people skills, and culture.