Most ailed change is caused by disorganization. Solving that root cause requires understanding how the organization must be made.

1. Organizing Change
Capability and Maturity

2. The root cause of failed change is
disorganization
“Organize” means to arrange components in such a way that they operate together
as a unit.
That requires defining what the “unit” is and why it should exist – in other words,
what its purpose is. As purpose gets defined differently, a corresponding
organization must be made for it.
Disorganization refers to failures in that making. Whether the failure is in idea,
predisposition, integrity, quality, deployment or durability, disorganization results in
problematic symptoms such as in compatibility, quality, relevance, risk, and of
course performance.
One easy way to create disorganization is to commit an organization to solving the
wrong problem.
An even easier way to create disorganization is to make the organization less
important than the problem. If the problem is to Change, then the purpose is To
Change, and without a proper organization, success is mostly imaginary.

3. Production-side “Change” can have three
different modification objectives
• Translation
• adaptation
• Tailor the same thing as before, to a new environment
• Transposition
• migration
• Do the same thing as before, somewhere else
• If you don’t know where you’re going, it doesn’t matter how you get there
• Transformation
• Renovation
• Use the same things in new ways, or get the same result from new things
• Everything old is new again

4. adaptation
migration renovation
translate
transpose transform
Where to
How to
What is
How to
What is
Where to
MODIFY
THE THREE
MODIFICATIONS
OF CHANGE
The experience of
changing is
“transition”.
The “transitional”
organization
performs the
modifications.
©2018 Malcolm Ryder / Archestra Research

5. The complexity of Success or Failure
Complexity is a major issue whenever change needs to occur in an
environment, organization or system.
Each of those three structures has a behavior that reflects a balance (good or
bad) of multiple internal factors that influence each other.
As a result, we have to respect that altering one factor may generate stresses
(good or bad) on the other factors that are different from the current state.
And, the more different factors are simultaneously involved, the harder it is
to predict the overall outcome of the alteration.
Regardless, many familiar overall outcomes characteristically reflect the
dominance of a single variable factor.
The following shows a compilation of five major characteristic results and
their respective influencers.

6. Five Characteristic Results of Change Efforts
RESULT DESCRIPTION
A Nothing gets done Intended activity never occurs in a useful way
B The wrong thing gets done
Assigned interactivity defaults to its defacto
opportunity, off-target
C The right thing gets done poorly
Assigned interactivity maintains discipline but is
compromised by various types of unforeseen or
underestimated difficulty
D The right thing gets done differently
Interactivity maintains focus throughout a need for
exploiting defacto opportunity versus planned
opportunity
E The right thing gets done as expected
Preparation, focus, and discipline converge and stay
explicitly aligned throughout completion of
requirements
©2018 Malcolm Ryder / Archestra Research

7. ©2018 Malcolm Ryder / Archestra Research

8. Laws of Intended Consequences
The maturity model shows that organizational issues are fundamental to any other
expectation of success.
Of those, personal priorities and personal relationships are often the most powerful
influences on whether individuals can effectively adjust their current engagement
with the in-place organization, so as to enable and defend the upcoming
requirements placed on a transitional organization.
Personal adjustment in effect creates or “delivers” the critical resource for the
viability and feasibility of any farther-looking design or plan of change.
And, the further up the maturity scale we go, the more critical the reliance
becomes on Knowledge and then Awareness as differentiators and stabilizers.
In short, success in change is dominated by matters of Perspective.
In turn, this is why the essential model for executing managed change is a
campaign.

9. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2018 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
Decisions about, and shapings of, the observed activity.