I was following Insead on social media, I downloaded their app on my tablet, I really like their short knowledge series. Insead Knowledge is a decent app to follow international business perspectives allowing myself to remain current on contemporary business related issues. In a government organisation, they all think they are running a business – they aren’t. In most cases they are custodians of government funded monopolies.

This gives me the opportunity to review and analyse their short lecture series MBA business statements then relate them to my organisation. So according to Herminia, the only effective way to embed change in an organisation is to modify structures and systems. Based on my experiences, behaviours need to be changed and that is where most change management programs fail.embed desired behaviours in structures, processes and systems.
Change management is the least understood and least effective strategy at both an operational and strategic perspective. I respect Herminia’s perspective as a Professor of Organisational Behaviour, a professor at such a prestigious institute is required to keep current with industry trends. As a lecturer, I am aware they need to communicate with industry and integrate industry knowledge and skills into programs to maintain effectiveness. offer perspectives based on her experiences. Naturally I needed to do an online search of Herminia and her CV is impressive. Harvard Business School, Insead and now employed at London Business School – pretty hard core.
Herminia’s view is cultural change must be institutionalised in systems and structures, that is mostly a strategic view. That is, senior managers must instill values and behaviours in middle management that then filters down to supervisors and team leaders. Where I would differ in application, in a decentralised organisation this would occur at portfolio or work group level. I know based on my state government experience, managers [middle managers] do not manage, they could almost be made redundant and portfolios revert to an autonomous self-managed work group structure. A manager is required to sign-off on leave requirements, organise rosters and schedules as well as manage budgets. Really, the decision-making is performed by
In a government organisation we do not see leadership, nor do we expect leadership form any part of daily structures. Sure, you see some progressive managers mounting leadership motivational posters on walls. When you see the motivational posters hung on the wall, you know you will not be seeing any examples of leadership in the workplace.
So when we need to integrate behavioural change in an organisation, the leadership responsibility is accepted by the genuine leaders at portfolio level. The real role of senior managers is to maintain financial control and direct subordinates to create policy documents and procedures that the workers may, or may not follow.
Ok, so how is organisational direction changed? This generally requires highly paid consultants to come in, develop external strategies and inform senior managers who are supposed to implement the change. Instead, what about developing policies and then hand the change management over to teams and then develop a bottom-up approach instead of the standard top-down dictating approach.