Using the ISC Model to Design Breakthrough Change

Dr. Foster Mobley and Matt Brubaker

The Foster Mobley Group

ODN Conference - October 31, 2011

Acquaint use of ISC model as valuable approach to

LSOC

Demonstrate utility &

flexibility of the tool

Share new insights from

the field

Engage open dialogue to

share issues and best practices

Introduction to ISC

• What it is

• Why valuable

• Common interventions

Lessons from the Field

• New Since 2005 Case Studies Open

Dialogue

Presenter Introductions

• Dr. Foster Mobley is CEO of The

Foster Mobley Group, a change

consultancy

• Author of recently-released book

“Leadersh*t: Rethinking the True

Path to Great Leading”

• Writes a weekly blog on Wisdom

Leading @www.fostermobley.com

• Matt Brubaker is COO/Managing

Principal of FMG.

• C-level executive coach and

large scale change leader.

• Deep and broad experience in

Wisdom/Essence based

executive development.

• Endurance athlete and doctoral

candidate.

(Re-) Introduction to ISC

•Created in 1995 by Worley, Hitchin, Ross (Integrated Strategic Change: How OD Builds Competitive Advantage, in the Addison-Wesley OD Series)

•Intention was to show key relationships between org capability and strategic performance

•Also to show/map necessary changes in org capabilities to enable strategy

What is the ISC Model?

•Frame – to educate leaders and organization members on the realities of intentional change

•Symbol – quickly becomes part of the nomenclature and thinking

•Map – organizes activities, sequence and importance

Why is it so valuable?

•Diagnosis of S1, O1

•Conceptualizing O2

•Rationalizing importance of culture

•Building strategic change plan (O1 – O2)

How is it most commonly

used?

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

C U

L T

U R

E

An invisible barrier

to change

Source: FMG & (1995) Worley, Hitchin & Ross, Addison-Wesley

•Created in 1995 by Worley, Hitchin, Ross (Integrated Strategic Change: How OD Builds Competitive Advantage, in the Addison-Wesley OD Series.)

•Intention was to show key relationships between org capability and strategic performance

•Also to show/map necessary changes in org capabilities to enable strategy

What is the ISC Model?

•Frame – to educate leaders and organization members on the realities of intentional change

•Symbol – quickly becomes part of the nomenclature and thinking

•Map – organizes activities, sequence and importance

Why is it so valuable?

•Diagnosis of S1, O1

•Conceptualizing O2

•Rationalizing importance of culture

•Building strategic change plan (O1 – O2)

How is it most commonly

used?

Frame

• Aligns thinking

• Informs key relationships

• Rationalizes & justifies a focus on culture

Symbol

• Future state

• Needed changes

Map

• Guides actions

• Gives mileposts

• Shows distance to finish line

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

1

C U

L T

U R

E

An invisible barrier

to change

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

2

C U

L T

U R

E

An invisible barrier

to change

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

3 C U

L T

U R

E

An invisible barrier

to change

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

4

C U

L T

U R

E

An invisible barrier

to change

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

5

C U

L T

U R

E

An invisible barrier

to change

Lessons from the Field

Needs/needed Improvement

• Didn’t link to “depth levers”

• Belied complexity in execution

Keep Doing

• Use of model with executives unacquainted with Δ

• Linking ISC with Intentional Change Plan

Case Studies

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

2

4

1

3

5

6

C U

L T

U R

E

An invisible barrier

to change

① Executive Coaching • defined as ≈ individual assessment of, and planning, advising with key executives

• initial focus ≈ assisting CEO and COO leadership of change

② Assessment • defined as ≈ diagnostics of individual, team and/or organizational performance

• initial focus ≈ leaders’ “pulse” and effectiveness of functional and regional teams

③ Team Development/Alignment • defined as ≈ improving function, alignment and performance of leadership teams

• initial focus ≈ CEO’s executive COO’s functional and regional teams

④ Change Planning • defined as ≈ design and execution of intentional actions designed to enable S2

• initial focus ≈ configuring, educating and launching SP Change Team

⑤ Communications/Messaging • defined as ≈ creating, executing intentional messaging to support change

• initial focus ≈ crafting initial straw plan for communication vehicles and events

⑥ Training • defined as ≈ building skills, knowledge, attitudes through formal, informal means

• initial focus ≈ developing leadership competency model; evaluate MD orientation

Strategy

S1

Organization

Capability

O1

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Organization

Capability

O2

- Leadership

- Teams

- Processes

- Talent/Skills

- Structure

- Communication

Strategy

S2

2

4

1

3

5

6

C U

L T

U R

E

An invisible barrier

to change

① Assessment • defined as ≈ diagnostics of individual, team and/or organizational performance

• initial focus ≈ leaders’ “pulse”

② Team Development/Alignment • defined as ≈ improving function, alignment and performance of leadership teams

• initial focus ≈ Executive and Operational Leadership teams

③ Training • defined as ≈ building skills, knowledge, attitudes through formal, informal means

• initial focus ≈ “pivot point” of center administrators (culture, strategy, skill)

④ Executive Coaching • defined as ≈ individual assessment of, and planning, advising with key executives

• initial focus ≈ accelerated development of CEO, COO, SVPs and other key leaders

⑤ Change Planning • defined as ≈ design and execution of intentional actions designed to enable S2

• initial focus ≈

⑥ Communications/Messaging • defined as ≈ creating, executing intentional messaging to support change

• initial focus ≈ crafting and executing communication vehicles and events

Open Dialogue