Architecture for Change by Robert M Tomasko
Tomasko's architecture for change is an attempt to send across a very serious message that the change we strive to implement might as well result in problems. Therefore its imperative to analyze the three steps of change in Resize-Reshape-Rethink. These three phases are explained in the book. The book draws parallels between architects and organization planners. How the architect looks at the the building and what parameters are considered to bring about a change. Similarly in designing an organization its necessary to keep the principle of "form follow function". That is to say that shape of the organization is determined by the kind of functionality it is supposed to perform. Just like architects in school are taught the basic guidelines and mechanics behind loads and how to design structures to withstand the tests of times. Organization planners need to be taught the ways and means to Resize-Reshape-Rethink the organization. The author is critical of mindless usage of buzzwords to defend changes. For example downsizing never worked as a change agent. Rather at times the very people needed in the stripped down enterprise tend to leave the company either voluntarily via some golden handshake scheme or come down the cut.
Resize is the attempt to cut down the company's to size. The best way is to identify the work which is being done in a company instead of looking to simply cut down head count. Resource allocation need be done with the end in mind. The end being getting the maximum competitive advantage.
Reshape the organization means getting rid of work fragmentation, i.e., to get rid of the notion of dividing the work into multiple departments. Trying to complete the work and restructuring organization to maximize "form follow the function" principle. Instead of making change an end instead of a means to achieve the end.
Rethink phase of change asks the management to spend time trying to temper the hierarchy and keep on evaluating every job for its effectiveness in terms of work and upward movement.
On the whole the message sent across is that CHANGE is not an end but a means to achieve some goals. Focusing more on the goals and then selecting the means always ensures in better change management. The author's emphasis is summed up in the story of Temple of Ise, Japan which was built in eight century AD and dismantled every twenty years and rebuild to keep it a replica of the original without wear and tear. The author says "The regularity of its rebuilding also represents a view of time and change that says these are not enemies to be resisted, but realities to be accepted and adapted to".
Resize is the attempt to cut down the company's to size. The best way is to identify the work which is being done in a company instead of looking to simply cut down head count. Resource allocation need be done with the end in mind. The end being getting the maximum competitive advantage.
Reshape the organization means getting rid of work fragmentation, i.e., to get rid of the notion of dividing the work into multiple departments. Trying to complete the work and restructuring organization to maximize "form follow the function" principle. Instead of making change an end instead of a means to achieve the end.
Rethink phase of change asks the management to spend time trying to temper the hierarchy and keep on evaluating every job for its effectiveness in terms of work and upward movement.
On the whole the message sent across is that CHANGE is not an end but a means to achieve some goals. Focusing more on the goals and then selecting the means always ensures in better change management. The author's emphasis is summed up in the story of Temple of Ise, Japan which was built in eight century AD and dismantled every twenty years and rebuild to keep it a replica of the original without wear and tear. The author says "The regularity of its rebuilding also represents a view of time and change that says these are not enemies to be resisted, but realities to be accepted and adapted to".
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