Rapid Transformation – Integrating INPACT into Tabrizi’s road-map for fast and successful change

Behnam Tabrizi is a Consulting Professor at Stanford University’s Department of Management Science & Engineering. His 90-day transformation model is based on 10 years research with 500 companies and is accepted as an effective approach to achieving ‘breakthrough’ change in organisations such as Apple, Nissan, GM, HP etc. 

Tabrizi’s Rapid transformation model comprises three main phases, each lasting 30 days, preceded by a  30-90 day Pretransformation stage and followed by a 6-12 months implementation stage.

The pre-Transformation stage is critical. This is where the organisation recognises that it needs to change and takes the first steps to make it happen.

According to Tabrizi, those organisations that have succeeded in their transformation programmes, have done so due to 4 critical success factors:

1. Full, passionate commitment and buy-in
2. Integrative
3. All-encompassing
4. Fast

The first of these needs to be built upon the work undertaken at the Pretransformation stage. It is at this Pretransformation stage that the INPACT models and tools come into their own, offering the means to generate the recognition and sense of urgency among senior managers that is needed for rapid transformation to succeed.

The INPACT Readiness Assessment:

• Assesses the capability of the organisation to accommodate change
• Quantifies the barriers to change and identify actions that would be needed to overcome these
• Uses this data to change senior management thinking.

The assessment would consider such aspects as:

• Management culture
• Process capability maturity
• Trust
• Project complexity

An INPACT assessment requires 1-5 days on-site, depending on the size of the organisation. The data generated would be presented to senior management at a half-day workshop, where we would work to get them to ‘own’ the issues and develop strategies to deal with them.

These strategies would be written up as an Action Plan which would often include preparative work with managers and staff across the organisation to shift perceptions and enable culture and process transformation.

Having created the momentum for change, we would rely on the Tabrizi Rapid Transformation model as a blue-print for how to run the transformation programme.

Integrating INPACT into Tabrizi’s road-map ensures fast and successful change. 

If anyone is interested in exploring this further, please contact me at peterd@imaginist.co.uk   

For more on INPACT, go to www.inpactuk.net