Organisational transitions

In the context of current complexity, organisations want to perform better on several levels: satisfying and long-lasting relationships with their users/customers, efficient production processes, offer of innovative products/services, interdependent interactions between functional units, dedication of those who work in them, diversified users or markets… among other challenges. If an organisation is alive, that means that it already has resources or capacities available that operate satisfactorily and consistently with its identity. The discovery of these elements and how to realise their potential to provide a more sophisticated response to the variety of demands of the environment is an essential factor. The Innova Institute advises organisations and/or teams on these processes from the Transnovaction® operational perspective. It consists of a set of methods and practices that take into account the technical and formal requirements of a process of change (knowledge, processes, demands, structure, resources, etc.), along with less evident dimensions (relational, identity-related, political, etc.). Organisations often approach this transition from the same perspective that has created the current state of affairs, which complicates the innovation process. At the Institute, we propose the use of different approaches and methods that provide a new framework of meaning for the process of transition and new conceptions on power, governance and leadership, also addressing the variability of factors involved. The possibility of a change of perspective on the part of those who drive forward and facilitate these processes is fundamental (see experiential learning). An organisation can change as its members change their understanding of it and thanks to the resulting actions. As such, a transition process is also one of organisational learning.