Transforming Organisations is About More Than Processes and Technology

Imagine you have a sheet of paper in front of you with nine dots forming a square (see below). Your mission, should you choose to accept it, is to join all nine dots with only four straight lines and without removing your pen from the paper.

Once you’ve had a go, read on.

Here are two possible solutions:

Both of these potential solutions have something in common — they both break assumptions that we likely imposed on ourselves and constrained our ability to find solutions. One solution breaks the assumption that all lines must be drawn within the perimeter of the square, whilst the other solution breaks the assumption that we must draw the lines whilst the paper lies flat.

As Ackoff states: “Creativity is shackled by self-imposed constraints. Therefore, the key [..] lies in developing an ability to identify such constraints and deliberately removing them.”

So what does this have to do with organisational transformation?

Transformation must start by surfacing and reevaluating incorrect assumptions. Attempts to transform processes or technology without first transforming our assumptions will often lead to us rebuilding the same solution with the same problems, albeit in disguise.

As a technology manager, I held many assumptions (that I later found to be false) that constrained me from finding better solutions, including:
• Managers can motivate staff
• Good staff perform better
• Improving parts of an organisation will improve the whole
• Fully utilising staff means more work will be completed in a given period
• Automation will reduce costs

The takeaway? Transform your assumptions before you transform your processes and technology.

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