Leverage Organizational Architecture

Change is never easy: it makes the familiar strange, takes people out of their comfort zone, and requires skills. Implementing a comprehensive All Touchpoint Value Creation Model has profound implications across the entire organization. This chapter provides a high‐level framework for implementation, based on transformational leadership research and work, to capture all aspects of an organization that can be leveraged for change. Before initiating change, people need to prepare for it: get buy‐in through and across the organization, encourage dialog and discussion, and decide how best to proceed. Value creation must permeate the structure of a business, must underpin the company culture, must guide hiring choices, and must inform team design. Change and value can and should be measured. The chapter suggests that people must be asked how they are experiencing changes: human insights are invaluable when re‐designing an organization.