The framework
The extensive analysis of these sources revealed a multitude of ways that organizations can work to embed sustainability into organizational culture.
In the end, the research team identified 59 distinct practices and grouped them in a way that they anticipated would be meaningful to businesses.
These practices can be used to embed any type of change into any organization.
The framework provides a wide-ranging and diverse set of practices that can be used for successful transitions. The key is that they have been divided into informal and formal practices.
They have then been grouped into those that will help the organization deliver on current commitments (referred to as fulfillment) and those that will help the organization move further along the path to change (referred to as innovation).
The result is that the framework provides four groups (quadrants) of practices from which leaders of change need to select a balanced portfolio of practices to make their transition a success.
Practices need to be selected from each
quadrant and used together to achieve sufficient penetration and traction to achieve the desired outcomes.
knew I had uncovered something that was going to transform the way we look at introducing changes related to IT service management into our organizations.
Having been kindly given permission, I soon had to return and ask whether that permission would be transferable to a book. The white paper had evolved into what would become my first publication and I was an accidental author.
Of all the books published by The IT Service Management Forum International, during the time it had a publishing arm, it was the best seller and widely acclaimed in service management circles.
Ten years on, I am excited to announce that a revised edition of Balanced Diversity; A Portfolio Approach to Organizational Change has just been released.