| | OCTOBER 20199CIOReviewThe vertical axis is "New Kid" versus "Old Salt". The horizontal axis is organizational resistance to change, as in a "'No' culture" versus a "'Go' Culture".The quadrants show the four key interactions and point to the best strategy given the environment. Unleash. The intersection of new kid and a "no" culture suggests an approach to unleash the talent within the existing team that was previously held back. They have been waiting for the opportunity, the permission to make a change. Be a role model and demonstrate through your actions and ideas a way forward, and empower your team to take the lead.Strengthen. Where a new kid meets a "go" culture, you should build upon the good and set high expectations. You have a very supportive organization behind you, and you do not have to recreate the wheel. You should use your newness to the team as a joining of two goods to make a great.Recharge. If you are in a "go" culture and are not new to the team, but feel the need to kick things into gear, then you should create new team or project structures and opportunities. This should focus on correcting current team shortcomings, but more importantly can get people charged up about the change. The team will understand that while many of the faces are the same, it is a new day and exciting things are happening.Bulldoze. Where old leadership intersects a "no" culture, you face a lot of challenges. Fear not, even without an organizational appetite for change, you can still get things started by knocking down the old structures and relationships. It is a drastic and risky, but this unfortunate scenario calls for a bit of constructive destruction in order to rebuild.Last year I started in the Unleash quadrant and am happily moving into the Strengthen space. My team has run with their empowerment and is meeting higher and higher expectations. I was fortunate that the organization was ready to think differently about change and have begun to embrace it as they see the opportunities it can bring.You can customize the framework to your specific needsI have developed many additional frameworks using this approach, including pressure to change versus appetite to change, level of resources versus urgency of problem, and span of control versus staffing structure. You can do the same by thinking about the options you have as the intersection of two organizational factors that highly interact. You will be surprised at how clear the options become when put within the proper framework.
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