Realising transformation
- Andrew Larratt
- May 19, 2023
- 1 min read
Strategem was working with a recent client to solve for a lack of trust across organisations.
What emerged was a new framework that could be applied to organisations working within the federal system.
In this case it was used to understand the relationship between leadership and governance played out through behaviours and perceptions.
The chart has a vertical axis on a scale from 1 -10 from poor leadership to great leadership, rating CEO, Chairs and Boards. The horizontal axis also on a scale from 1 - 10 from poor governance to good governance.
By plotting each interviewee on the chart, it unlocked an insight on the different and similar perspectives at the intersection of leadership and governance.
The four quadrants are described as:
· Realising transformation [good governance and great leadership]
· Movement for change [poor governance with great leadership]
· Lacking leadership [good governance with poor leadership]
· Dysfunctional [poor governance and poor leadership]
This custom designed tool was able to show what perspectives were similar and different. To identify the root cause being people, governance or both.
It was interesting because what emerged was yes divergent views, however the divergent views were consistent from a specific cohort.
This unlocked evidence that realising transformation will require both improved governance and leadership.
Designing bespoke tools to help unlock the insight is what Strategem brings to the table through lived experience and a mindset of how-to co-design.
How would you use this model in your business or ecosystem?
