This document discusses whole system transformation (WST) as an approach to organizational change that integrates human resource management (HRM), organizational development (OD), and strategic transformation across the entire organization. It presents WST as a rapid, chaotic, and ambiguous process that requires different behaviors and mindsets from leaders and employees. The document outlines five essentials of WST, including having an aligned executive team with a change blueprint, an internal change agent to model learning, design summits to transform the critical mass, facilitating large group interactive summits, and establishing an ongoing change capability. It also lists seven supportive factors and provides a testimony about the impacts of WST, including deep change, courage, employee engagement, and becoming an ag

1. HRM, OD, and
Whole System
Transformation
Integration
Roland Sullivan
Imon Ghosh

2. Positioning the internal Transformative Change
Agent
as the most powerful person in the organization!
Imon GhoshRoland Sullivan

3. Change will propel us beyond
the
speed of imagination !

4. HRM & OD
• HRM, HRD, OD, OE, L&D, CM etc. all must converge
to help the organization change faster
• HRM has been conflicted
• One part deals with compliance (prevents loss and
minimises risks)
• The other part deals with creating and sustaining
culture and talent
–Both HR and OD deal with the human part of
strategic and organization change
• So human spirit can flourish to increase innovative
productivity

5. Challenges for convergence

6. Practical first steps
– Commit to being a master of transformation to help
India
– Deep understanding of what the organization needs in
the area of talent and change.
– Drop the past tensions between OD and HR.
• Both must model collaboration stronger than any of
the functions in the system
• Divide clearly the roles so client knows to expect
very different kinds of help from each role

7. WHOLE SYSTEM TRANSFORMATION

8. THE ISAVASYA UPANISHAD
TRANSLATED BY DR. SIVANANDA
The Whole is all That.
The Whole is all This.
The Whole was born of the
Whole.
Taking the Whole from the
Whole, what remains is the
WHOLE!

9. Whole System Transformation
(WST)
The AGE of TRANSFORMATION is starting
a SHIFT in nature, shape, character or form
-Cannot be planned
-Is rapid, chaotic, surprising & ambiguous
-Requires different behaviour and mindsets
-High involvement and engagement
-System wide innovation
-Key log jam of whole system must be moved
-We are moving from knowledge economy to
learning economy

10. CEOs’ today want
& WST results in:
• Customer delight
• Help to foster agility to deal with
change and transformation
• Make system-wide decisions with
the effective implementation over
stability
• Empowerment with accountability

11. Leaders want transformation

12. WST Integrates
• Talent and leadership development
• Strategic planning and the
business
• Organization culture adjustment
• Change blueprint and sustained
execution

13. Group Work
 In groups of 4 choose a spokesperson, and a time
keeper who is responsible for completing the task on
time.
 Each participant talks about how what has been said so
far applies to their organization. To be completed in ten
minutes.
 In the remaining 5 minutes, the group brainstorms
questions and then prioritises the top 3.
 The spokesperson summarises to the room in 30 seconds
the conversation and then asks one question.
 Make sure that the next group is ready with the second
microphone to immediately report out.

14. 5 Essentials of WST
I. THE EXECUTIVE TEAM
•Executives: strong shining light
•Change behaviour and mindset
•Have safe process of truth telling
•Team must become completely aligned
•Have a change blueprint to transform the entire
organization

15. II. Internal Transformative Change
Agent Models Learning

16. III. DESIGN SUMMIT TO TRANSFORM
THE CRITICAL MASS

17. IV - FACILITATING LARGE GROUP
INTERACTIVE SUMMITS
Executives become “one brain,
one heart” with the organization
Most compelling meeting ever!
Essentially is the
ASPIRATED ACTION
&
COMMITMENT CHARGE FORWARD

18. IV. FACILITATING LARGE GROUP
INTERACTIVE SUMMITS CONT.
Handover to Imon

19. V. SETTING UP and SUSTAINING an ONGOING
CHANGE CAPABILITY
The most important answer
Each year the entire organization goes
through its transformation and change
cycle
It is expected that the organization
learns more year
It reduces the dependency on outside
experts

20. 7 SUPPORTIVE FACTORS
- Use social media and
communication
- Establish a strategic
transformation office
- Set up evaluation and
measure of success
- Utilize project managment

21. Supportive factors cont.
- Engaging and empowering an innovative
workforce.
- Surfaces real-time data in a safe manner
that drives free choice around action and
commit that results in disciplined execution
- All leading to an agile organization that
achieves extraordinary business results

22. Impact of WST at client org.

23. A testimony
“Whole System Transformation fosters deep
change. It requires personal change. It requires
courage to take an organization through this type
of change. The impacts are tremendous as well
as the capability for change in the organization.
The employee engagement that results is an
unbelievable thing to see. It is worth it! It is hard
work! It's emotional! It's draining! And yes very
rewarding!!”
-John Badar, Executive Transformation Leader

24. Group Work
 In groups of 4 choose a spokesperson, and a time
keeper who is responsible for completing the task on
time.
 Each participant talks about how what has been said so
far applies to their organization. To be completed in ten
minutes.
 In the remaining 5 minutes, the group brainstorms
questions and then prioritises the top 3.
 The spokesperson summarises to the room in 30 seconds
the conversation and then asks one question.
 Make sure that the next group is ready with the second
microphone to immediately report out.

25. The Future is WHOLE
& Transformative
& LARGE SCALE

26. Finis !