1. ReformCompass II The Strategy Instrument for Organizational Reform
Gütersloh, t. Monat JJJJ

2. Key factors
The ReformCompass The ReformCompass takes structures and processes into account, systematizes central tasks and questions thus delivering an orientation framework for strategic action.
The criteria Three strategic criteria in particular decide on the success or failure of a reform: competence for appropriate solutions, credible communication (internal and external) as well as the capability to implement solutions.
The phases The challenge lies in working out these three “C’s” equally over the entire process, i.e. from the definition of the problems and analysis, through to formulation and decision-making as well as implementation to (ongoing) impact evaluation.
24/02/2019

3. Capability to implement
Strategic core group
Definition of the problems and analysis
Formulating and decision-making
Implementation
ongoing impact evaluation
Competence
Communication
Capability to implement
24/02/2019

4. Capability to implement
Strategic core group
Fostering a culture of innovation
Strengthening communication abilities
Guaranteeing implementation
Competence
Communication
Capability to implement
24/02/2019

5. Strategic core group: Fostering a culture of innovation
Exploit available competencies
Include external know-how
Develop management competencies
Pay attention to a heterogeneous composition
What must the composition of the core group be so that technical competence and across-the-board competence are represented?
What knowledge is required so that different perspectives are included? Knowledge of the subject matter, administrative knowledge, knowledge of processes?
How can know-how internal to the system be included?
What access to external knowledge is available? How can this be used and expanded?
How can an open culture of learning that allows new ideas come into being?
Competence
Communication
Capability to implement
24/02/2019

6. Strategic core group: Strengthening communication abilities
Adjust communication resources and competencies
Coordinate communication and dialog
Does the strategic core group have sufficient resources for communication?
Have stable communication channels been set up that ensure the flow of information?
Have the strategic core group and its alliance partners agreed on uniform core messages?
Are the content, configuration of actors and communication instruments tuned to each other?
Are the instruments of communication in line with each other in terms of content and scheduling?
Does the strategic core group itself have enough communication knowledge and experience?
Are there feedback-mechanisms?
Competence
Communication
Capability to implement
24/02/2019

7. Strategic core group: Guaranteeing implementation
Network actors across the board
Develop a conflict early warning system
Which actors strengthen the implementation of the change process and enhance cooperation in the core group?
Which actors give the reform more assertive power and should therefore cooperate in the strategic core group?
Which cooperations and networks with other influential actors and committees are helpful?
How can a permanent sounding out of the sentiment be ensured?
How can it be ensured that the sentiments of the different relevant actors are perceived early on?
Competence
Communication
Capability to implement
24/02/2019

8. Capability to implement
Picking up on future-related issues
Fostering a desire for reform
Calculating the chances of success
Definition of the problems and analysis
Definition of the problems and analysis
Competence
Communication
Capability to implement
24/02/2019

9. Capability to implement
Definition of the problems and analysis: Picking up on future-related issues
Identify the need for reform early on
Analyze the specific problem
Clarify the direction of the strategic realignment
What is the status quo with respect to the organization and its strategic direction?
What internal and expert knowledge is already available on the theme/problem? What trends are forecast by academia?
How are the environment, the needs and interests of affected persons and the market changing in the working environment? (“Competitors”, financiers)
What potential conflicting interests and competing objectives are there?
What are the opportunities and risks and how much time does the strategic realignment require?
Can the problems be clearly defined and can the goals be broadly formulated for strategic realignment?
Competence
Communication
Capability to implement
24/02/2019

10. Capability to implement
Definition of the problems and analysis : Fostering a desire for reform
Work out communication concept in order to create problem awareness, establish interpretation pattern and communicate central ideas
How is the work evaluated by the (technical) public? How is it evaluated by the employees? Is there already an awareness of the problem?
How are management and employees kept informed and included in the strategic realignment?
How are affected parties, beneficiaries, media and multipliers, where applicable, included?
Is the benefit evident or must core arguments be scientifically supported? What happens if the realignment is not carried out?
Which numbers, data, facts and cost information influence the process of change?
Does the realignment refer to social discussions and overarching values?
Is the realignment discussed internally and externally using positive language? Is a communication plan available?
Competence
Communication
Capability to implement
24/02/2019

11. Capability to implement
Definition of the problems and analysis : Calculating the chances of success
Identify windows of opportunity
Determine profiling opportunities
Define negotiation corridors
At the current time, is there are window of opportunity for a strategic realignment?
Does the realignment have enough profiling potential for decision- makers from one’s own organization?
Which relevant actors from the environment are potential proponents? Which actors are potential opponents and can negatively influence the realignment?
Which interests and positions represent the relevant actors with respect to the realignment?
How can proponents be motivated and alliance partners be gained? Can “veto players” be “neutralized”?
How broad are the negotiation corridors and which potentials for compromise are there between the individual actors?
How does the reform gain additional supporters?
Competence
Communication
Capability to implement
24/02/2019

12. Capability to implement
Formulating reform plans
Building trust
Obtaining majority support
Formulating anD decision-making
Formulating anD decision-making
Competence
Communication
Capability to implement
24/02/2019

13. Formulating and decision-making: Formulating reform plans
Sound out options for action
Evaluate alternative solutions
Draft reform plans
What are the options for action and alternative solutions, for example in other regions and other organizations?
Can the most favored solution be underpinned by expert knowledge and reliable data?
Can effectiveness tests be carried out in the form of pilot projects?
What is the advantage of “grand scale” and what is the advantage of undertaking a realignment in small steps?
How could the strategic realignment be divided into individual steps and phases?
How could implementation actors be included in the concrete implementation and timeframe planning?
Is the schedule realistic?
Competence
Communication
Capability to implement
24/02/2019

14. Formulating and decision-making: Building trust
Communicate credibility
Use clear and positive reform language
Generate realistic expectations
Establish dialog
What are suitable times for communicating internally and externally?
How can dialog be realized within one’s own organization?
How can dialog be developed and established with the beneficiaries or target groups?
Are the winners and gains emphasized, overall goals and milestones communicated and is a positive language used?
Are the strategic plans presented and justified as the most viable solution?
Is it made clear what changes, what stays the same and what is possible and what not?
Competence
Communication
Capability to implement
24/02/2019

15. Formulating and decision-making: Obtaining majority support
Choose negotiation strategies
Win alliance partners
Ensure the best possible support
Are the proposals of participants and affected parties taken into account?
Can relevant actors be brought on board?
Have the key decision-makers been made offers for profiling? Is the involvement of responsible parties ensured for the implementation of the change process?
Has it been decided whether negotiations will be carried out conflict- or consensus-orientated?
Can relevant opponents be removed and brought around by compromises and incentives from the group of opponents?
Can quick successes be realized from the realignment and can the public be mobilized?
Do quick successes help to gain supporters?
Competence
Communication
Capability to implement
24/02/2019

16. Capability to implement
Ensuring quality results
Establishing openness
Mobilizing implementation actors
Implementation
Implementation
Competence
Communication
Capability to implement
24/02/2019

17. Implementation: Ensuring quality results
Ensure effectiveness
Determine implementation steps
Choose suitable management instruments
Has the key goal of the change process been concretely determined?
What concrete effects are intended, and how can these be achieved?
How can the measures and performances be aligned to the needs of the beneficiaries and the effect multiplied?
Have sufficient financial and personnel resources been made available for the implementation process?
Have schedules and decision-making criteria for the implementation been prepared?
How is the realignment process supported and managed?
Do the implementing actors have sufficient resources? Can problems be immediately eliminated?
Competence
Communication
Capability to implement
24/02/2019

18. Implementation: Establishing openness
Ensure communication between all participants and affected parties
Clarify the workability of the reform
Ensure that processes are transparent
How appropriate are the people who implement the change processes in terms of technical expertise and communication?
Are the participants and affected parties communicated with in simple and easy to understand language early on?
Are problems in implementation, suggestions and criticism openly discussed with those responsible for implementation?
Are suggestions for improvement actively collected and implemented at an early stage?
Are changes and successes communicated to the (technical) public?
Competence
Communication
Capability to implement
24/02/2019

19. Implementation: Mobilizing implementation actors
Clarify interactions with relevant actors
Include implementation actors
Create clear responsibilities
Is there a regular exchange of information and experiences between the relevant actors?
Are the expertise and needs of relevant actors (internal and external) taken into account?
Are all the relevant decision-makers in one’s own organization included in the realignment process?
Have implementation actors or partners being gained from outside?
Have responsible officers been nominated, implementation actors included and responsibilities been clearly regulated?
Have schedules, budgets and content been determined with binding effect?
Competence
Communication
Capability to implement
24/02/2019

20. Capability to implement
ongoing impact evaluation
Making control mechanisms more effective
Guaranteeing responsiveness
Keeping options open
Competence
Communication
Capability to implement
24/02/2019

21. ongoing impact evaluation: Making control mechanisms more effective
Choose suitable evaluation methods
Evaluate these methods as part of the process
Evaluate the cost and benefit
Are the goals so clearly formulated that they can be reviewed and results and effects be measured?
How is the change process evaluated? Are good instruments already available or must new ones be developed?
Has a systematic exchange between the implementation actors been established?
Has a systematic exchange between the implementation actors been established, such that an overall need for action can be recognized?
Are simple processes used to evaluate the degree of goal achievement, results, cost and efficiency?
Are the effects continuously reviewed and adjustments made if needed?
Do the evaluation methods serve their purpose and are they accepted?
Competence
Communication
Capability to implement
24/02/2019

22. ongoing impact evaluation: Guaranteeing responsiveness
Analyze feedback
Maintain dialog with affected parties and participants
Disseminate evaluation results according to the target group
Are the opinions of participants and affected parties systematically obtained and taken into account?
Are public opinion and the media monitored and are the reports actively collected and analyzed?
Are assessments based on one’s own organization obtained?
Are regular discussions held with implementation actors?
Are successes disseminated specific to the target group?
Are negative results communicated together with suggestions for improvement?
Competence
Communication
Capability to implement
24/02/2019

23. ongoing impact evaluation: Keeping options open
Make adjustments flexibly
Take into account changed configurations of actors
Has care been taken to ensure that relevant actors are continuously informed of results and effects?
Are milestones and review deadlines determined in advance? According to which criteria should changes be made?
Are potential conflicts between the relevant actors continuously sounded out?
Does the composition of the strategic core group need to be adjusted?
Must new actors be integrated in the proponents coalition?
Is it necessary to adjust the implementation strategy?
Competence
Communication
Capability to implement
24/02/2019

24. Thank you very much!
Vorname, Name