Description
Dr Alex Benjamin MADZIVIRE (Doctor of Business Leadership – UNISA) Founder & Inspirational Leader of MaCoTra (Madzivire Centre of Transformation) (Pvt) Ltd.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
1
MaCoTra Singing ORGANISATIONS THAT TRANSFORM:
A Synthesis of Challenges and Themes From Four Zimbabwean
Companies
By
Dr Alex Benjamin MADZIVIRE
(Doctor of Business Leadership – UNISA)
Founder & Inspirational Leader of
MaCoTra (Madzivire Centre of Transformation) (Pvt) Ltd
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
2
ABSTRACT
This article is a derivative of my doctoral thesis at the University of South Africa’s
(UNISA) School of Business Leadership (SBL) from 2001 to 2003. The electronic
version of the thesis is available on the Unisa Institutional Repository.
In the study, a longitudinal multiple case design was used to capture the experiences
(in transformation) of four Zimbabwean companies spanning from 1980 when
Zimbabwe attained its independence to 2000.
This article illustrates how to perform a cross-case analysis to gain deeper
appreciation of the challenges faced by the four companies and emerging
transformation themes.
The outcomes are:
? a condensation of nine emerging themes into seven, and
? the establishment of links between the sixteen emerging challenges unearthed and
the synthesised seven themes.
The seven themes have been used to develop the Madzivire Collaborative
Transformation (MaCoTra) Model, a subject of a separate article.
I recommend replication studies on organisational transformation in emerging
economies to check the recurrence of the seven themes and sixteen challenges.
Introduction
This article focuses on synthesising emerging themes and challenges faced by four
organisations (code-named CROP, FINANCE, LEISURE and PLEASURE) that
transformed in the emerging economy of Zimbabwe between 1980 and 2000. It also
provides an amplification of points of convergence and points of divergence in the
experiences of organizational transformation.
Summary of cross-case evidence
Exhibit 1 has been constructed to highlight the salient features of the evidence across
cases. This way of presenting the evidence permits not only paired comparisons but
also a comprehensive, quick and thorough search for cross-case patterns and
differences.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
3
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Triggers
Government (promises
to electorate);
Environmental
(natural disasters);
Globalization (world-
class best practices);
Technological
advances
(computerization);
Economic climate
(work process best
practices); Heightened
competition.
Government; The need for
good corporate governance
based on openness, integrity
and accountability.
Government
(turnaround,
growth,
privatization
and retarded
growth);
Economic
climate
(retarded
growth);
Globalization
(e-commerce
capability
demands).
Government;
Profitability;
Potential to
attract tourists;
Quality of
leadership; Death
of a leader.
Best practices Benchmarking in and
outside Africa
(Swaziland and
Australia); Shanduko;
Safety, Health and
Environment (SHE) 5-
minute daily
documented inclusive
forums; Land
redistribution;
Community
engagement in SHE;
Winning Safety
awards on
environmental
management systems.
High levels of transparency;
Vision 2000 achieved 1 year
earlier, Vision 2003
overlapping with Vision
2000; Voted Best Bank in
Zimbabwe by world-wide
Euromoney annual surveys
and awards for banking
excellence in 1999 and 2000;
Integrated strategic planning
and implementation; Bank-
wide committees created
around challenge areas,
Departments restructured as
informed by stakeholder
expectations; Forging
strategic alliances with key
stakeholders; supporting
small-scale business.
Previously
subsidized by
Government,
LEISURE was
profitable in
1992 – Its first
year of
operation.
Theme dinners;
Ethnic
promotions;
PLEASURE
vehicle/street
promotions;
World-class
Action
Programme for
capability
creation; Servant
leadership;
Supplier
product-driven
training by
supplier at
supplier’s cost
and premises;
Bill of Rights for
staff, Bill of
Rights for
customers.
Key players Government; All
employees;
Management; Business
Unit leaders; External
and Internal
consultants; Steering
committee; Change
champions and
Community members.
All Bank clients;
Government; Reserve Bank
of Zimbabwe (RBZ);
Chairman & Board; Local
and International financial
institutions and
Correspondents; Prospective
new shareholders; Public in
general.
Government
(particularly
Minister of
Mines,
Environment
and Tourism);
Board; Chief
Executive
Officer (CEO);
Management
Staff;
Customers and
Strategic
partners.
Government;
PLEASURE
LEADER l
(PL1) and
PLEASURE
LEADER 2
(PL2); General
managers (GMs);
Top leadership;
Staff; New
shareholder; 3
different Group
Chairmen.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
4
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Time SHE (immediate);
Shanduko (one year
time window, 4 - 6
months training to kick-
start process);
computerization
(immediate with 8
month parallel run).
Very little time for
turnaround, 1 year to find
CEO, 6 months for
privatisation.
Very little
time.
Very little time for
franchise; No time
after shareholder
take-over; 6 months
to replace PL1.
Help Employee sensitization
and inculcation of a
sense of inclusivity
(lower level employees
not aware of quality and
kind of help required);
Saturated
communication
required; Capability
creation (all changes);
Relocation of
employees with health
problems.
Help organized around
challenge areas (External
consultants for image-
building, human
resources, treasury
systems, information
technology (IT), strategic
planning; External and
internal consultants for
systems and procedures;
International non-
governmental
organisation (NGO) for
new community-based
lending; Moral support
from CEO’s and staff of
correspondent banks;
1997 RBZ audit.
Help was
around 3
strategy areas
(marketing and
branding, skills
development
and operational
excellence) –
External
consultants
assisted.
Consultants
{1 high quality
trained internal
change agents for
World Class Action
Programme (WAP)
and 2 poor
(1 recommended
poor quality
franchise, another
introduced and
failed to
contextualise just-
in-time
manufacturing -
JIT); Suppliers
provided quality
training on their
products at own
sites and own costs.
Relevance Changes benefited key
stakeholders (staff,
government,
community); Improved
quality of life of
employees;
Employment creation;
Code of conduct
brought sense of
common purpose;
Business was value-
based (e.g. we want to
make money but not
bloody money).
Business turnaround and
growth; Bank tries to
employ, empower and
develop people (a human
resource balance sheet
approach used).
4 hotels in
1992 to 14 in
1999; A
handful of
dilapidated
safari vehicles
to 100 safari-
related vehicles
in same period.
Privatization
saw a cash
injection of
$120 million.
Interviewees
had mixed
reactions on
relevance to
personal goals.
Changes during
PL1 except
franchise and JIT
were relevant to
business goals, PL1
had people care at
heart – employees,
suppliers,
community and
customers; PL2
reversed all the
gains from the past
– both business and
personal goals
suffered.
Walking-the-talk Mixed evidence (where
initiative directed from
Group/top management,
advocates walked the
talk e.g. SHE,
Shanduko, Haulage
system); One HR
manager walked the talk
and the other did
partially
Chairman, Managing
Director (MD) and
CEO’s team walked the
talk and led by example
(e.g. Chairman resigned
from Board after making
contribution to the
turnaround; MD and
CEO cautioned habitual
defaulters on behalf of
Bank).
CEO walked
the talk
initially.
Respondents
claim CEO is
increasingly
invisible with
the growth of
the business.
PL1 and team
walked the talk;
PL2 and team had a
different agenda.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
5
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Fear and anxiety Views were polarized
(focus groups generally
said there was
acknowledgment,
within mixed focus
groups a sense of fear
was expressed,
individual respondents
had mixed answers); A
new language emerged
when things were not
working.
Fear and anxiety were
acknowledged (CEO
said turnaround
journey involved tests
of staff’s character and
calculation, courage
and determination in
the face of adversity
and uncertainty).
Fear and anxiety
were
acknowledged
and often stepped
up.
PL1 and team
fostered trust. New
shareholder; PL2
and team created
fear and anxiety;
There was
perceived nepotism
and victimization;
Trust between
management and
shareholder was
low.
Assessment and
measurement
Informal and formal:
Black advancement was
informally assessed;
Shanduko and SHE had
rigorous reporting
procedures; Mill
performance measures
documented in annual
reports.
Various teams
assessed progress on
challenge areas under
them and assessments
featured in annual
reports; 1997 RBZ
audit; Rewards linked
to performance.
6 areas of
assessment
(revenue growth,
cost containment,
skills retention
and turnover,
competitive
analysis, product
rationalization
and
refurbishment)
were foci.
Targets were used
to assess progress
during PL1’s time.
Assessment during
PL2 was unclear –
appeared as if
intention was to
contract
PLEASURE
business to be in
line with
contraction at
Group level.
Belief Three groups of people
{the committed,
doubters (became
disciples once
convinced) and
pretenders (moved back
to old ways)}.
Some ex-employees
considered turnaround
too tough; Those who
believed in the change
stayed on until
opportunity arose for
retrenchment packages
– 1999 staff retention
rate was 94.2%.
Some senior
managers tasked
to champion
change left when
their view points
were not
accepted.
Staff got clear
communication on
changes and
believed leaders
who delivered to
promise during
PL1’s time. Camps
were created when
new shareholder
appointed an
outsider PL2 ahead
of internal
candidates resulting
in mass
resignations at
senior levels.
Governance Each change had
defined power and
accountability
structures (e.g. Haulage
system changes under
Agriculture Director
resulted in structural
changes in shifts, SHE
and Code of conduct
had committees, HR
system changes directed
by steering committee,
Shanduko and Resultant
outsourcing under CEO
had executives as
steering committee).
New Board chairmen
led restructuring; MD
and CEO brains
behind the success of
FINANCE.
Turnaround
committees set up.
New directors
appointed on
privatization
increasing number
from 5 to 14 (Vision
2003 committees
established,
Governance enhanced
through worker
participation, Bank
organized functionally
to reflect new focus).
First 1992 Board
dissolved and
replaced in 1999
to usher in
another
representing the
new equity
partners after
privatisation.
PL1 had clear
reporting lines.
Power was in
camps when PL2
took over and
changed structures;
Accountability was
unheard of.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
6
Exhibit 1: Summary of cross case evidence (continued from previous page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Diffusion Learning included
SHE inclusive
forums; Shanduko
continuous
improvement cycle
model about
diffusing;
Communication
networks during
development of
code of conduct
(520 workers
committee members
cascaded messages
to all after training).
Haulage system
changes
communicated
selectively.
1995 and 1998
strategy
workshops were
followed by
diffusion of
challenges and
supporting
structures
through a total
involvement
programme.
Privatization
provided
learning to
FINANCE and
other
organizations
intending to go
that route.
One-to-one interview
respondents generally
agreed there was
insufficient learning
that took place.
Hands-on management
style during PL1’s era
encouraged live
communication across the
organization. There was
communication blackout
afterwards – grapevine
and rumour mongering
were rampant.
Strategy and
purpose
SHE influenced
ecological harmony
and corporate
citizenship focus in
running business.
Link of other
changes to strategy
and purpose not
clear to lower level
employees.
Vision 2000 and
Vision 2003
guided the
operations; A
department in
charge of
corporate
planning,
change
management and
staff training
was created.
Forging strategic
alliances was
considered critical
early in the history of
LEISURE. Strategy
formulation was
driven by tourism’s
key value drivers
(marketing and
branding, skills
development and
operational
excellence).
PL1 was a visionary and
indicated intention to
have PLEASURE expand
and listed as a separate
entity out of the Group.
After PL2, each leader
brought in their own ideas
and disregarded anything
that had been planned for
before them.
Success Shanduko
incentives could
have been paid
earlier. Shanduko
and resultant
outsourcing, SHE,
Haulage system
changes,
Development of
code of conduct
considered huge
success stories.
Mixed reactions
expressed over
Computerization.
Turnaround,
Privatization
and Growth
were successful
LEISURE turned
around, was
privatized and listed
simultaneously and
successfully, grew
and then went into
retarded growth.
Bill of Rights for staff
and Bill of Rights for
customers propped all
changes initiated by PL1.
After PL1, the strategic
alliance was cancelled
and business contracted,
morale of staff fell.
Business performance
was achieved through a
bruised staff compliment
after what the staff call a
ruthless retrenchment
process aimed at those
who were critical of the
new team leaders.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
7
The constructs
The evidence above was collected from a base of fourteen constructs whose initial
definitions were drawn from the within-case analysis and refined definitions
crystallized from the cross-case evidence (Figure 1). A detailed discussion on
constructs is the subject of a separate article.
Figure 1: (Re)Definition of constructs based on within-case & cross-case evidence
CONSTRUCT DEFINITION REFINED DEFINITION
Triggers of
transformation
Critical incidents that the organization has
to respond to for its survival.
Clusters of forces that create motion in and
around an organization.
Best practices of
transformation
Tried and tested ideas and ways of
conducting business that can be migrated
within and across organizations and
environments.
Tried and tested ideas and ways of conducting
business that can be benchmarked against.
Key players Those actors influencing others through
their credibility, capability and
commitment.
Any stakeholders operating as the ‘seed
carriers’ of new ideas and new practices.
Time
Pilot group’s flexibility and control over its
own energy and priorities.
Enough flexibility and control of events
allowing people involved in change to devote
energy towards reflection and practice.
Help
Coherent, consistent, knowledgeable
coaching, guidance and support.
Coherent, consistent, knowledgeable coaching,
guidance and support to develop internal
resources needed to build capacity for ongoing
transformation.
Relevance Presence of a clear, compelling business
case for learning.
Making a case for transformation, articulating
an appropriate business focus and showing
why new efforts, such as developing learning
capabilities, are important for individuals and
business.
Walking the talk The match between espoused values and
actions.
Fully living up to the new values espoused by
the transformation.
Fear and anxiety
Concerns about exposure, vulnerability and
inadequacy triggered by the conflict
between increasing levels of candor and
openness among members of the pilot
group.
Concerns about exposure, vulnerability and
inadequacy triggered by the conflict between
increasing levels of candor and openness and
low levels of trust among people involved in
transformation.
Assessment and
measurement
Establishing the degree of success of the
transformation effort.
Establishing whether the transformation effort
has achieved the desired results/outcomes.
Belief in the
transformation
effort
The extent of polarization in belief about
the transformation effort.
The extent to which the convictions of
organizational members over the
transformation effort are polarized.
Governance
The legitimate autonomy of a pilot group
to act in tune with existing power and
accountability structures.
Power and accountability structures set up to
focus the transformation effort.
Diffusion
The ability to transfer knowledge across
organizational boundaries, making it
possible for people around the system to
build upon each other’s success.
The process by which an entire organization
and its external partners learn from the
experiences of the transformation.
Strategy and
purpose
Where the business is going & what the
business is there for.
Revitalizing and rethinking the organization’s
intended business focus, its contribution to the
community and its identity.
Success The achievement of desired
results/outcomes.
Meeting or, better still, exceeding stakeholder
needs and expectations.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
8
Emerging themes and possible theme statements from within-case
analysis
Analysis of the cases individually resulted in the unearthing of nine themes. Possible
theme statements were crafted from the within-case evidence as reflected in Figure 2
below.
Figure 2: The nine emerging themes and possible theme statements
EMERGING THEME POSSIBLE EMERGING THEME STATEMENTS
1. Collaboration with key
stakeholders
Intense collaboration with key stakeholders leads to success of
transformation.
2. Stakeholder needs and
expectations
Organisational transformation revolves around changing
stakeholder needs and expectations.
3. Stakeholder promises
Organisational transformation revolves around changing promises
to address changing stakeholder needs and expectations.
4. Delivery processes.
Organisational transformation revolves around changing processes
to deliver changing promises.
5. Structures and systems Organisational transformation revolves around changing structures
and systems to align with changing processes.
6. Capacity and capability Organisational transformation revolves around changing capacity
and capability to sustain the momentum of the change.
7. Capturing changing needs
and expectations
Formal and informal promise delivery forums with staff need to be
held to prepare staff capture changing needs and expectations of key
business stakeholders.
8. Active listening. Staff need to listen to business stakeholders’ needs and
expectations.
9. People care Hands-on leaders who exhibit a high level of appreciation of the
contribution of staff, customers and suppliers to business survival
leave a legacy of people care in the businesses they are responsible
over.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
9
Emerging challenge areas and emerging challenges from within-case
analysis
Analysis of the cases individually resulted in the unearthing of sixteen challenge
areas. Emerging challenges were crafted from the evidence as reflected in Figure 3
below.
Figure 3: The sixteen challenges
CHALLENGE AREA EMERGING CHALLENGE
1. Role of national
culture in
transformation
Organisations that transform in Zimbabwe have to anchor such change on
national culture.
2. Use of relevant
national languages
Organisations that transform in Zimbabwe have to use relevant national
languages to convey and embed the new different ways of doing business
to all relevant stakeholders.
3. Land redistribution Organisations that transform in Zimbabwe will have to promote an
equitable pattern of land redistribution.
4. Economic reform
and poverty
reduction
Organisations that transform in Zimbabwe have to conduct business aimed
at sustaining long-term high rates of economic growth driven by agriculture
in order to alleviate poverty.
5. Employment
creation and
entrepreneurship.
Organisations that transform in Zimbabwe have to create employment and
upscale entrepreneurship to enable the state restructure its economy and
compete globally.
6. Ecological harmony Organisations that transform in Zimbabwe have to engage in safety, health
and environmental programmes to enhance the quality-of-life of employees
and communities.
7. Boosting investor
confidence
Organisations that transform in Zimbabwe have to contribute towards the
reduction/elimination of (trans)national conflicts, crime, including
corruption, in order to boost investor confidence.
8. Value-enhanced
products and
services.
Organisations that transform in Zimbabwe have to (re)brand value-
enhanced products and services for the global market.
9. Consensus building
amongst
stakeholders.
To succeed in leading change in their companies in Zimbabwe, managers
need to forge an institutional framework and process for consultation and
consensus building amongst stakeholders on the make up of reform
programmes.
10. Institutional
capacity building.
Organisations in Zimbabwe need to build institutional capacity to
minimise/eliminate the gap between designed plans and their
implementation.
11. Gender
consciousness
Organisations in Zimbabwe need to move to a higher level of
consciousness in gender relations by engaging in gender analysis in order
to empower women.
12. Role of
international lending
institutions.
In the design and implementation of reform programmes in Zimbabwe,
non-state actors will have to assist government assess the role of
international lending institutions.
13. Privatisation Managers of companies to be privatised in Zimbabwe are to undertake the
privatisation process transparently, informed by a stakeholder driven team.
Such privatisation is to be an effective role for the of indigenisation of the
economy.
14. Culture of non-
performance
There is need to attract and retain capable staff to arrest the movement of
non-performing staff across Zimbabwean companies.
15. Consensus based
systems.
The cultivation of trust and credibility between key stakeholders in the
constitution making process is critical. Business leaders in Zimbabwe have
to play a critical role.
16. Transfer of positive
lessons from political
to economic
liberation.
Companies in Zimbabwe have to harness positive methodologies used
during the struggle for political liberation to foster economic liberation.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
10
Points of convergence in experiences of organizational transformation
Challenge-based points of convergence are best illustrated through Figures 4.
Figure 4: Cross-case reflection of challenges
CHALLENGE CROP
EVIDENCE
FINANCE
EVIDENCE
LEISURE
EVIDENCE
PLEASURE
EVIDENCE
1. Role of national culture in
transformation
?
?
1. Use of relevant national
languages
? ?
2. Land redistribution
?
3. Economic reform and
poverty reduction
? ?
5. Employment creation and
entrepreneurship.
? ? ? ?
6. Ecological harmony.
? ?
7. Boosting investor
confidence.
? ? ?
8. Value-enhanced products
and services.
? ? ? ?
9. Consensus building
amongst stakeholders.
? ? ? ?
10. Institutional capacity
building.
? ? ? ?
11. Gender consciousness.
? ? ?
12. Role of international
lending institutions.
? ? ?
13. Privatisation
? ? ?
14. Culture of non-
performance
? ? ?
15. Consensus based systems.
?
16. Transfer of positive
lessons from political to
economic liberation.
?
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
11
Challenge-based points of convergence
From Figure 4, there are 4 challenges common across the four cases.
The 4 challenges common across the four cases are:
? employment creation and entrepreneurship;
? value-enhanced products and services;
? consensus building amongst stakeholders;
? institutional capacity building.
Figure 5: Cross-case reflection of themes
THEME CROP
EVIDENCE
FINANCE
EVIDENCE
LEISURE
EVIDENCE
PLEASURE
EVIDENCE
1. Collaboration with key
stakeholders.
? ? ? ?
2. Stakeholder needs and
expectations.
? ? ? ?
3. Stakeholder promises
? ? ? ?
4. Delivery processes.
? ? ? ?
5. Structures and systems
? ? ? ?
6. Capacity and capability
? ? ? ?
7. People care
? ?
?
8. Active listening.
?
?
9. Capturing changing needs and
expectations
? ?
Theme-based Points of Convergence
From Figure 5, there are 6 themes common across the four cases.
The 6 themes common across the four cases are:
? Collaboration with key stakeholders;
? stakeholder needs and expectations;
? stakeholder promises;
? delivery promises;
? structures and systems;
? capacity and capability.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
12
Relating challenge-based to theme-based points of convergence
Linking challenge-based to theme-based points of convergence provided a deeper
appreciation of the direction in which the theory development had to go. Figure 5
provides a schematic representation of the points of convergence in challenges and
themes.
Figure 6: Theme-based and challenge-based points of convergence
THEME-BASED CONVERGENCE CHALLENGE-BASED CONVERGENCE
1. Collaboration with key stakeholders.
? Consensus building amongst stakeholders
2. Stakeholder needs and expectations.
? Value-enhanced products and services
3. Stakeholder promises.
? Value-enhanced products and services
? Employment creation and
entrepreneurship
4. Delivery processes.
? Employment creation and
entrepreneurship
5. Structures and systems
? Employment creation and
entrepreneurship
6. Capacity and capability
? Employment creation and
entrepreneurship
? Institutional capacity building
These six points of convergence in the themes were therefore the basis upon
which the new theory/model was developed.
Points of Divergence in Experiences of Organizational Transformation
Challenge-based Points of Divergence
From Figure 2, there are 5 challenges common across 3 cases, 4 common across 2
cases and 3 challenges under only one of the cases.
The 5 challenges common across 3 of the four cases are:
? boosting investor confidence;
? gender consciousness;
? role of international lending institutions;
? privatisation;
? culture of non-performance.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
13
From Figure 2, the 4 challenges common across 2 of the four cases are:
? role of national culture in transformation;
? use of relevant national languages;
? economic reform and poverty reduction;
? ecological harmony.
The 3 challenges under only 1 of the 4 cases:
? land redistribution;
? consensus based systems;
? transfer of positive lessons from political to economic liberation.
Linking Theme-based and Challenge-based points of convergence and
divergence
The fact that the 5 challenges are common to 3 out of 4 (75% of) cases suggests it may
be logical to link these challenges to the themes in Figure 4. Figure 5 paints a picture
that expands Figure 4 to incorporate the 5 challenges common to 3 of the 4 cases.
Figure 7: Theme-based and Challenge-based points of convergence and divergence
THEME-BASED
CONVERGENCE
CHALLENGE-BASED CONVERGENCE AND
DIVERGENCE
1. Collaboration with key
stakeholders.
? Consensus building amongst stakeholders
? Gender consciousness
? Role of international lending institutions
? Privatisation
2. Stakeholder needs and
expectations.
? Value-enhanced products and services
? Boosting investor confidence
? Gender consciousness
? Privatisation
3. Stakeholder promises
? Value-enhanced products and services
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
4. Delivery processes.
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
5. Structures and systems.
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non performance
? Privatisation
6. Capacity and capability
? Employment creation and entrepreneurship
? Institutional capacity building
? Boosting investor confidence
? Role of international lending institutions
? Culture of non-performance
? Privatisation
Theme-based points of divergence
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
14
From Figure 3, there is 1 theme common across 3 cases and 2 common across 2 cases.
The 1 theme common across 3 cases is:
? People care.
The 2 themes common across 2 cases are:
? capturing changing needs and expectations;
? active listening.
The three themes forming points of divergence were used to strengthen the new
theory.
Linking Theme-based and Challenge-based points of divergence
One way of deepening insights between the 7 remaining points of divergence in
challenges was to see which of the 3 diverging themes would most likely address the
diverging challenges.
Figure 8: Theme-based and Challenge-based points of divergence
THEME-BASED
DIVERGENCE
CHALLENGE-BASED DIVERGENCE
Capturing changing
needs and
expectations.
? Consensus based systems
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to economic liberation
? Land redistribution
? Ecological harmony
Active listening.
? Use of relevant national languages
? Role of national culture in transformation
? Consensus based systems
? Transfer of positive lessons from political to economic liberation
? Ecological harmony
People care.
? Use of relevant national languages
? Role of national culture in transformation
? Consensus based systems
? Economic reform and poverty reduction
? Transfer of positive lessons from political to economic liberation
? Land redistribution
? Ecological harmony
Combining Figures 7 and 8 provides a synthetic framework (Figure 9) from which
further integration of themes and challenges is suggested.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
15
Figure 9: Resultant links between emerging themes and challenges
THEME CHALLENGES
1. Collaboratio
n with key
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Privatisation
? Gender consciousness
2. Stakeholder
needs and
expectations
? Value-enhanced products and services
? Boosting investor confidence
? Gender consciousness
? Privatisation
3. Stakeholder
promises
? Value-enhanced products & services
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
4. Delivery
processes
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
5. Structures
and systems
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non performance
? Privatisation
6. Capacity and
capability
? Employment creation and
entrepreneurship
? Institutional capacity building
? Boosting investor confidence
? Role of international lending
institutions
? Culture of non-performance
? Privatisation
7. Capturing
changing
needs and
expectations
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Land redistribution
? Ecological harmony
? Consensus based systems
8. Active
listening.
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Consensus based systems
? Ecological harmony
9. People care.
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Land redistribution
? Ecological harmony
? Consensus based systems
? Economic reform and
poverty reduction
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
16
Given that stakeholders may be broadly categorised as either internal or external to the
organisation, the emerging themes were refined. Such refinement integrated the three
diverging themes (capturing changing needs and expectations, active listening and
people care) into refined theme areas including internal and external stakeholders
(Figure 10).
Figure 10: Refined Emerging Theme Areas
REFINED THEME AREA ORIGINAL EMERGING THEME AREAS CATERED FOR
1. Internal stakeholders.
? Active listening
? People care
? Consensus building amongst stakeholders
? Capturing changing needs and expectations.
2. External
stakeholders.
? Active listening
? People care
? Consensus building amongst stakeholders
? Capturing changing needs and expectations
3. Needs and expectations.
? Active listening
? People care
? Capturing changing needs and expectations
4. Promises.
? Active listening
? People care
? Stakeholder promises
5. Processes.
? Active listening
? People care
? Delivery processes
6. Structures and systems.
? Active listening
? People care
? Structures and systems
7. Capacity and capability
? Active listening
? People care
? Capacity and capability
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
17
The refinement yielded an opportunity to refine emerging theme statements. This is
reflected in Figure 11 below.
Figure 11: Refined Emerging Themes
REFINED THEME AREA REFINED EMERGING THEME STATEMENTS
1. Internal business stakeholders.
Intense collaboration with key stakeholders leads to success of
transformation.
2. External business stakeholders.
Intense collaboration with key stakeholders leads to success of
transformation.
3. Needs and expectations.
Organizational transformation revolves around changing
stakeholder needs and expectations.
4. Promises.
Organizational transformation revolves around changing
promises to address changing stakeholder needs and
expectations.
5. Processes. Organizational transformation revolves around changing
processes to deliver changing promises.
6. Structures and systems. Organizational transformation revolves around changing
structures and systems to align with changing processes.
7. Capacity and capability
Organizational transformation revolves around changing
capacity and capability to sustain the momentum of the
change.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
18
Cross-case analysis summary
The cross-case analysis above is summarised in terms of integrated links between
themes and challenges as reflected in Figure 12 below.
Figure 12: Integrated Links between Themes and Challenges Addressed
THEME CHALLENGES
1
Collaboration
with internal
business
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Privatisation
? Gender consciousness
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
2
Collaboration
with external
business
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Privatisation
? Gender consciousness
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
3
Changing
needs and
expectations
? Value-enhanced products & services
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Economic reform and poverty reduction
? Gender consciousness
? Privatisation
? Land redistribution
? Ecological harmony
? Consensus based systems
? Boosting investor confidence
4
Changing
promises
? Value-enhanced products & services
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Culture of non- performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and poverty
reduction
? Land redistribution
5
Changing
processes
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Culture of non-performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
6
Changing
structures and
systems
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political
to economic liberation
? Land redistribution
? Culture of non performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and poverty
reduction
7
Changing
capacity and
capability
? Employment creation and entrepreneurship
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Economic reform and poverty reduction
? Institutional capacity building
? Boosting investor confidence
? Culture of non-performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Land redistribution
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
19
Major Outcomes and Conclusion
The outcomes of the cross-case analysis are a condensation of nine emerging themes
into seven and the establishment of links between the sixteen emerging challenges
unearthed and the synthesised seven themes.
The seven themes and related challenges have been used to develop the Madzivire
Collaborative Transformation (MaCoTra) model which is a prescription for
companies contemplating transformation in emerging economies. The MaCoTra
model is subject of a separate article.
I recommend replication studies on organisational transformation in emerging
economies to check the recurrence of the seven themes and sixteen challenges.
SOURCE REFERENCE
Madzivire A. B. (2003). Organisations That Transform: Exploring the Challenges in
the Emerging Economy of Zimbabwe. Unpublished Doctor of Business Leadership
(DBL) Thesis: Harare
doc_573722464.pdf
Dr Alex Benjamin MADZIVIRE (Doctor of Business Leadership – UNISA) Founder & Inspirational Leader of MaCoTra (Madzivire Centre of Transformation) (Pvt) Ltd.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
1
MaCoTra Singing ORGANISATIONS THAT TRANSFORM:
A Synthesis of Challenges and Themes From Four Zimbabwean
Companies
By
Dr Alex Benjamin MADZIVIRE
(Doctor of Business Leadership – UNISA)
Founder & Inspirational Leader of
MaCoTra (Madzivire Centre of Transformation) (Pvt) Ltd
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
2
ABSTRACT
This article is a derivative of my doctoral thesis at the University of South Africa’s
(UNISA) School of Business Leadership (SBL) from 2001 to 2003. The electronic
version of the thesis is available on the Unisa Institutional Repository.
In the study, a longitudinal multiple case design was used to capture the experiences
(in transformation) of four Zimbabwean companies spanning from 1980 when
Zimbabwe attained its independence to 2000.
This article illustrates how to perform a cross-case analysis to gain deeper
appreciation of the challenges faced by the four companies and emerging
transformation themes.
The outcomes are:
? a condensation of nine emerging themes into seven, and
? the establishment of links between the sixteen emerging challenges unearthed and
the synthesised seven themes.
The seven themes have been used to develop the Madzivire Collaborative
Transformation (MaCoTra) Model, a subject of a separate article.
I recommend replication studies on organisational transformation in emerging
economies to check the recurrence of the seven themes and sixteen challenges.
Introduction
This article focuses on synthesising emerging themes and challenges faced by four
organisations (code-named CROP, FINANCE, LEISURE and PLEASURE) that
transformed in the emerging economy of Zimbabwe between 1980 and 2000. It also
provides an amplification of points of convergence and points of divergence in the
experiences of organizational transformation.
Summary of cross-case evidence
Exhibit 1 has been constructed to highlight the salient features of the evidence across
cases. This way of presenting the evidence permits not only paired comparisons but
also a comprehensive, quick and thorough search for cross-case patterns and
differences.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
3
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Triggers
Government (promises
to electorate);
Environmental
(natural disasters);
Globalization (world-
class best practices);
Technological
advances
(computerization);
Economic climate
(work process best
practices); Heightened
competition.
Government; The need for
good corporate governance
based on openness, integrity
and accountability.
Government
(turnaround,
growth,
privatization
and retarded
growth);
Economic
climate
(retarded
growth);
Globalization
(e-commerce
capability
demands).
Government;
Profitability;
Potential to
attract tourists;
Quality of
leadership; Death
of a leader.
Best practices Benchmarking in and
outside Africa
(Swaziland and
Australia); Shanduko;
Safety, Health and
Environment (SHE) 5-
minute daily
documented inclusive
forums; Land
redistribution;
Community
engagement in SHE;
Winning Safety
awards on
environmental
management systems.
High levels of transparency;
Vision 2000 achieved 1 year
earlier, Vision 2003
overlapping with Vision
2000; Voted Best Bank in
Zimbabwe by world-wide
Euromoney annual surveys
and awards for banking
excellence in 1999 and 2000;
Integrated strategic planning
and implementation; Bank-
wide committees created
around challenge areas,
Departments restructured as
informed by stakeholder
expectations; Forging
strategic alliances with key
stakeholders; supporting
small-scale business.
Previously
subsidized by
Government,
LEISURE was
profitable in
1992 – Its first
year of
operation.
Theme dinners;
Ethnic
promotions;
PLEASURE
vehicle/street
promotions;
World-class
Action
Programme for
capability
creation; Servant
leadership;
Supplier
product-driven
training by
supplier at
supplier’s cost
and premises;
Bill of Rights for
staff, Bill of
Rights for
customers.
Key players Government; All
employees;
Management; Business
Unit leaders; External
and Internal
consultants; Steering
committee; Change
champions and
Community members.
All Bank clients;
Government; Reserve Bank
of Zimbabwe (RBZ);
Chairman & Board; Local
and International financial
institutions and
Correspondents; Prospective
new shareholders; Public in
general.
Government
(particularly
Minister of
Mines,
Environment
and Tourism);
Board; Chief
Executive
Officer (CEO);
Management
Staff;
Customers and
Strategic
partners.
Government;
PLEASURE
LEADER l
(PL1) and
PLEASURE
LEADER 2
(PL2); General
managers (GMs);
Top leadership;
Staff; New
shareholder; 3
different Group
Chairmen.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
4
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Time SHE (immediate);
Shanduko (one year
time window, 4 - 6
months training to kick-
start process);
computerization
(immediate with 8
month parallel run).
Very little time for
turnaround, 1 year to find
CEO, 6 months for
privatisation.
Very little
time.
Very little time for
franchise; No time
after shareholder
take-over; 6 months
to replace PL1.
Help Employee sensitization
and inculcation of a
sense of inclusivity
(lower level employees
not aware of quality and
kind of help required);
Saturated
communication
required; Capability
creation (all changes);
Relocation of
employees with health
problems.
Help organized around
challenge areas (External
consultants for image-
building, human
resources, treasury
systems, information
technology (IT), strategic
planning; External and
internal consultants for
systems and procedures;
International non-
governmental
organisation (NGO) for
new community-based
lending; Moral support
from CEO’s and staff of
correspondent banks;
1997 RBZ audit.
Help was
around 3
strategy areas
(marketing and
branding, skills
development
and operational
excellence) –
External
consultants
assisted.
Consultants
{1 high quality
trained internal
change agents for
World Class Action
Programme (WAP)
and 2 poor
(1 recommended
poor quality
franchise, another
introduced and
failed to
contextualise just-
in-time
manufacturing -
JIT); Suppliers
provided quality
training on their
products at own
sites and own costs.
Relevance Changes benefited key
stakeholders (staff,
government,
community); Improved
quality of life of
employees;
Employment creation;
Code of conduct
brought sense of
common purpose;
Business was value-
based (e.g. we want to
make money but not
bloody money).
Business turnaround and
growth; Bank tries to
employ, empower and
develop people (a human
resource balance sheet
approach used).
4 hotels in
1992 to 14 in
1999; A
handful of
dilapidated
safari vehicles
to 100 safari-
related vehicles
in same period.
Privatization
saw a cash
injection of
$120 million.
Interviewees
had mixed
reactions on
relevance to
personal goals.
Changes during
PL1 except
franchise and JIT
were relevant to
business goals, PL1
had people care at
heart – employees,
suppliers,
community and
customers; PL2
reversed all the
gains from the past
– both business and
personal goals
suffered.
Walking-the-talk Mixed evidence (where
initiative directed from
Group/top management,
advocates walked the
talk e.g. SHE,
Shanduko, Haulage
system); One HR
manager walked the talk
and the other did
partially
Chairman, Managing
Director (MD) and
CEO’s team walked the
talk and led by example
(e.g. Chairman resigned
from Board after making
contribution to the
turnaround; MD and
CEO cautioned habitual
defaulters on behalf of
Bank).
CEO walked
the talk
initially.
Respondents
claim CEO is
increasingly
invisible with
the growth of
the business.
PL1 and team
walked the talk;
PL2 and team had a
different agenda.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
5
Exhibit 1: Summary of cross case evidence (continued on next page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Fear and anxiety Views were polarized
(focus groups generally
said there was
acknowledgment,
within mixed focus
groups a sense of fear
was expressed,
individual respondents
had mixed answers); A
new language emerged
when things were not
working.
Fear and anxiety were
acknowledged (CEO
said turnaround
journey involved tests
of staff’s character and
calculation, courage
and determination in
the face of adversity
and uncertainty).
Fear and anxiety
were
acknowledged
and often stepped
up.
PL1 and team
fostered trust. New
shareholder; PL2
and team created
fear and anxiety;
There was
perceived nepotism
and victimization;
Trust between
management and
shareholder was
low.
Assessment and
measurement
Informal and formal:
Black advancement was
informally assessed;
Shanduko and SHE had
rigorous reporting
procedures; Mill
performance measures
documented in annual
reports.
Various teams
assessed progress on
challenge areas under
them and assessments
featured in annual
reports; 1997 RBZ
audit; Rewards linked
to performance.
6 areas of
assessment
(revenue growth,
cost containment,
skills retention
and turnover,
competitive
analysis, product
rationalization
and
refurbishment)
were foci.
Targets were used
to assess progress
during PL1’s time.
Assessment during
PL2 was unclear –
appeared as if
intention was to
contract
PLEASURE
business to be in
line with
contraction at
Group level.
Belief Three groups of people
{the committed,
doubters (became
disciples once
convinced) and
pretenders (moved back
to old ways)}.
Some ex-employees
considered turnaround
too tough; Those who
believed in the change
stayed on until
opportunity arose for
retrenchment packages
– 1999 staff retention
rate was 94.2%.
Some senior
managers tasked
to champion
change left when
their view points
were not
accepted.
Staff got clear
communication on
changes and
believed leaders
who delivered to
promise during
PL1’s time. Camps
were created when
new shareholder
appointed an
outsider PL2 ahead
of internal
candidates resulting
in mass
resignations at
senior levels.
Governance Each change had
defined power and
accountability
structures (e.g. Haulage
system changes under
Agriculture Director
resulted in structural
changes in shifts, SHE
and Code of conduct
had committees, HR
system changes directed
by steering committee,
Shanduko and Resultant
outsourcing under CEO
had executives as
steering committee).
New Board chairmen
led restructuring; MD
and CEO brains
behind the success of
FINANCE.
Turnaround
committees set up.
New directors
appointed on
privatization
increasing number
from 5 to 14 (Vision
2003 committees
established,
Governance enhanced
through worker
participation, Bank
organized functionally
to reflect new focus).
First 1992 Board
dissolved and
replaced in 1999
to usher in
another
representing the
new equity
partners after
privatisation.
PL1 had clear
reporting lines.
Power was in
camps when PL2
took over and
changed structures;
Accountability was
unheard of.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
6
Exhibit 1: Summary of cross case evidence (continued from previous page)
CONSTRUCT CROP FINANCE LEISURE PLEASURE
Diffusion Learning included
SHE inclusive
forums; Shanduko
continuous
improvement cycle
model about
diffusing;
Communication
networks during
development of
code of conduct
(520 workers
committee members
cascaded messages
to all after training).
Haulage system
changes
communicated
selectively.
1995 and 1998
strategy
workshops were
followed by
diffusion of
challenges and
supporting
structures
through a total
involvement
programme.
Privatization
provided
learning to
FINANCE and
other
organizations
intending to go
that route.
One-to-one interview
respondents generally
agreed there was
insufficient learning
that took place.
Hands-on management
style during PL1’s era
encouraged live
communication across the
organization. There was
communication blackout
afterwards – grapevine
and rumour mongering
were rampant.
Strategy and
purpose
SHE influenced
ecological harmony
and corporate
citizenship focus in
running business.
Link of other
changes to strategy
and purpose not
clear to lower level
employees.
Vision 2000 and
Vision 2003
guided the
operations; A
department in
charge of
corporate
planning,
change
management and
staff training
was created.
Forging strategic
alliances was
considered critical
early in the history of
LEISURE. Strategy
formulation was
driven by tourism’s
key value drivers
(marketing and
branding, skills
development and
operational
excellence).
PL1 was a visionary and
indicated intention to
have PLEASURE expand
and listed as a separate
entity out of the Group.
After PL2, each leader
brought in their own ideas
and disregarded anything
that had been planned for
before them.
Success Shanduko
incentives could
have been paid
earlier. Shanduko
and resultant
outsourcing, SHE,
Haulage system
changes,
Development of
code of conduct
considered huge
success stories.
Mixed reactions
expressed over
Computerization.
Turnaround,
Privatization
and Growth
were successful
LEISURE turned
around, was
privatized and listed
simultaneously and
successfully, grew
and then went into
retarded growth.
Bill of Rights for staff
and Bill of Rights for
customers propped all
changes initiated by PL1.
After PL1, the strategic
alliance was cancelled
and business contracted,
morale of staff fell.
Business performance
was achieved through a
bruised staff compliment
after what the staff call a
ruthless retrenchment
process aimed at those
who were critical of the
new team leaders.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
7
The constructs
The evidence above was collected from a base of fourteen constructs whose initial
definitions were drawn from the within-case analysis and refined definitions
crystallized from the cross-case evidence (Figure 1). A detailed discussion on
constructs is the subject of a separate article.
Figure 1: (Re)Definition of constructs based on within-case & cross-case evidence
CONSTRUCT DEFINITION REFINED DEFINITION
Triggers of
transformation
Critical incidents that the organization has
to respond to for its survival.
Clusters of forces that create motion in and
around an organization.
Best practices of
transformation
Tried and tested ideas and ways of
conducting business that can be migrated
within and across organizations and
environments.
Tried and tested ideas and ways of conducting
business that can be benchmarked against.
Key players Those actors influencing others through
their credibility, capability and
commitment.
Any stakeholders operating as the ‘seed
carriers’ of new ideas and new practices.
Time
Pilot group’s flexibility and control over its
own energy and priorities.
Enough flexibility and control of events
allowing people involved in change to devote
energy towards reflection and practice.
Help
Coherent, consistent, knowledgeable
coaching, guidance and support.
Coherent, consistent, knowledgeable coaching,
guidance and support to develop internal
resources needed to build capacity for ongoing
transformation.
Relevance Presence of a clear, compelling business
case for learning.
Making a case for transformation, articulating
an appropriate business focus and showing
why new efforts, such as developing learning
capabilities, are important for individuals and
business.
Walking the talk The match between espoused values and
actions.
Fully living up to the new values espoused by
the transformation.
Fear and anxiety
Concerns about exposure, vulnerability and
inadequacy triggered by the conflict
between increasing levels of candor and
openness among members of the pilot
group.
Concerns about exposure, vulnerability and
inadequacy triggered by the conflict between
increasing levels of candor and openness and
low levels of trust among people involved in
transformation.
Assessment and
measurement
Establishing the degree of success of the
transformation effort.
Establishing whether the transformation effort
has achieved the desired results/outcomes.
Belief in the
transformation
effort
The extent of polarization in belief about
the transformation effort.
The extent to which the convictions of
organizational members over the
transformation effort are polarized.
Governance
The legitimate autonomy of a pilot group
to act in tune with existing power and
accountability structures.
Power and accountability structures set up to
focus the transformation effort.
Diffusion
The ability to transfer knowledge across
organizational boundaries, making it
possible for people around the system to
build upon each other’s success.
The process by which an entire organization
and its external partners learn from the
experiences of the transformation.
Strategy and
purpose
Where the business is going & what the
business is there for.
Revitalizing and rethinking the organization’s
intended business focus, its contribution to the
community and its identity.
Success The achievement of desired
results/outcomes.
Meeting or, better still, exceeding stakeholder
needs and expectations.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
8
Emerging themes and possible theme statements from within-case
analysis
Analysis of the cases individually resulted in the unearthing of nine themes. Possible
theme statements were crafted from the within-case evidence as reflected in Figure 2
below.
Figure 2: The nine emerging themes and possible theme statements
EMERGING THEME POSSIBLE EMERGING THEME STATEMENTS
1. Collaboration with key
stakeholders
Intense collaboration with key stakeholders leads to success of
transformation.
2. Stakeholder needs and
expectations
Organisational transformation revolves around changing
stakeholder needs and expectations.
3. Stakeholder promises
Organisational transformation revolves around changing promises
to address changing stakeholder needs and expectations.
4. Delivery processes.
Organisational transformation revolves around changing processes
to deliver changing promises.
5. Structures and systems Organisational transformation revolves around changing structures
and systems to align with changing processes.
6. Capacity and capability Organisational transformation revolves around changing capacity
and capability to sustain the momentum of the change.
7. Capturing changing needs
and expectations
Formal and informal promise delivery forums with staff need to be
held to prepare staff capture changing needs and expectations of key
business stakeholders.
8. Active listening. Staff need to listen to business stakeholders’ needs and
expectations.
9. People care Hands-on leaders who exhibit a high level of appreciation of the
contribution of staff, customers and suppliers to business survival
leave a legacy of people care in the businesses they are responsible
over.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
9
Emerging challenge areas and emerging challenges from within-case
analysis
Analysis of the cases individually resulted in the unearthing of sixteen challenge
areas. Emerging challenges were crafted from the evidence as reflected in Figure 3
below.
Figure 3: The sixteen challenges
CHALLENGE AREA EMERGING CHALLENGE
1. Role of national
culture in
transformation
Organisations that transform in Zimbabwe have to anchor such change on
national culture.
2. Use of relevant
national languages
Organisations that transform in Zimbabwe have to use relevant national
languages to convey and embed the new different ways of doing business
to all relevant stakeholders.
3. Land redistribution Organisations that transform in Zimbabwe will have to promote an
equitable pattern of land redistribution.
4. Economic reform
and poverty
reduction
Organisations that transform in Zimbabwe have to conduct business aimed
at sustaining long-term high rates of economic growth driven by agriculture
in order to alleviate poverty.
5. Employment
creation and
entrepreneurship.
Organisations that transform in Zimbabwe have to create employment and
upscale entrepreneurship to enable the state restructure its economy and
compete globally.
6. Ecological harmony Organisations that transform in Zimbabwe have to engage in safety, health
and environmental programmes to enhance the quality-of-life of employees
and communities.
7. Boosting investor
confidence
Organisations that transform in Zimbabwe have to contribute towards the
reduction/elimination of (trans)national conflicts, crime, including
corruption, in order to boost investor confidence.
8. Value-enhanced
products and
services.
Organisations that transform in Zimbabwe have to (re)brand value-
enhanced products and services for the global market.
9. Consensus building
amongst
stakeholders.
To succeed in leading change in their companies in Zimbabwe, managers
need to forge an institutional framework and process for consultation and
consensus building amongst stakeholders on the make up of reform
programmes.
10. Institutional
capacity building.
Organisations in Zimbabwe need to build institutional capacity to
minimise/eliminate the gap between designed plans and their
implementation.
11. Gender
consciousness
Organisations in Zimbabwe need to move to a higher level of
consciousness in gender relations by engaging in gender analysis in order
to empower women.
12. Role of
international lending
institutions.
In the design and implementation of reform programmes in Zimbabwe,
non-state actors will have to assist government assess the role of
international lending institutions.
13. Privatisation Managers of companies to be privatised in Zimbabwe are to undertake the
privatisation process transparently, informed by a stakeholder driven team.
Such privatisation is to be an effective role for the of indigenisation of the
economy.
14. Culture of non-
performance
There is need to attract and retain capable staff to arrest the movement of
non-performing staff across Zimbabwean companies.
15. Consensus based
systems.
The cultivation of trust and credibility between key stakeholders in the
constitution making process is critical. Business leaders in Zimbabwe have
to play a critical role.
16. Transfer of positive
lessons from political
to economic
liberation.
Companies in Zimbabwe have to harness positive methodologies used
during the struggle for political liberation to foster economic liberation.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
10
Points of convergence in experiences of organizational transformation
Challenge-based points of convergence are best illustrated through Figures 4.
Figure 4: Cross-case reflection of challenges
CHALLENGE CROP
EVIDENCE
FINANCE
EVIDENCE
LEISURE
EVIDENCE
PLEASURE
EVIDENCE
1. Role of national culture in
transformation
?
?
1. Use of relevant national
languages
? ?
2. Land redistribution
?
3. Economic reform and
poverty reduction
? ?
5. Employment creation and
entrepreneurship.
? ? ? ?
6. Ecological harmony.
? ?
7. Boosting investor
confidence.
? ? ?
8. Value-enhanced products
and services.
? ? ? ?
9. Consensus building
amongst stakeholders.
? ? ? ?
10. Institutional capacity
building.
? ? ? ?
11. Gender consciousness.
? ? ?
12. Role of international
lending institutions.
? ? ?
13. Privatisation
? ? ?
14. Culture of non-
performance
? ? ?
15. Consensus based systems.
?
16. Transfer of positive
lessons from political to
economic liberation.
?
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
11
Challenge-based points of convergence
From Figure 4, there are 4 challenges common across the four cases.
The 4 challenges common across the four cases are:
? employment creation and entrepreneurship;
? value-enhanced products and services;
? consensus building amongst stakeholders;
? institutional capacity building.
Figure 5: Cross-case reflection of themes
THEME CROP
EVIDENCE
FINANCE
EVIDENCE
LEISURE
EVIDENCE
PLEASURE
EVIDENCE
1. Collaboration with key
stakeholders.
? ? ? ?
2. Stakeholder needs and
expectations.
? ? ? ?
3. Stakeholder promises
? ? ? ?
4. Delivery processes.
? ? ? ?
5. Structures and systems
? ? ? ?
6. Capacity and capability
? ? ? ?
7. People care
? ?
?
8. Active listening.
?
?
9. Capturing changing needs and
expectations
? ?
Theme-based Points of Convergence
From Figure 5, there are 6 themes common across the four cases.
The 6 themes common across the four cases are:
? Collaboration with key stakeholders;
? stakeholder needs and expectations;
? stakeholder promises;
? delivery promises;
? structures and systems;
? capacity and capability.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
12
Relating challenge-based to theme-based points of convergence
Linking challenge-based to theme-based points of convergence provided a deeper
appreciation of the direction in which the theory development had to go. Figure 5
provides a schematic representation of the points of convergence in challenges and
themes.
Figure 6: Theme-based and challenge-based points of convergence
THEME-BASED CONVERGENCE CHALLENGE-BASED CONVERGENCE
1. Collaboration with key stakeholders.
? Consensus building amongst stakeholders
2. Stakeholder needs and expectations.
? Value-enhanced products and services
3. Stakeholder promises.
? Value-enhanced products and services
? Employment creation and
entrepreneurship
4. Delivery processes.
? Employment creation and
entrepreneurship
5. Structures and systems
? Employment creation and
entrepreneurship
6. Capacity and capability
? Employment creation and
entrepreneurship
? Institutional capacity building
These six points of convergence in the themes were therefore the basis upon
which the new theory/model was developed.
Points of Divergence in Experiences of Organizational Transformation
Challenge-based Points of Divergence
From Figure 2, there are 5 challenges common across 3 cases, 4 common across 2
cases and 3 challenges under only one of the cases.
The 5 challenges common across 3 of the four cases are:
? boosting investor confidence;
? gender consciousness;
? role of international lending institutions;
? privatisation;
? culture of non-performance.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
13
From Figure 2, the 4 challenges common across 2 of the four cases are:
? role of national culture in transformation;
? use of relevant national languages;
? economic reform and poverty reduction;
? ecological harmony.
The 3 challenges under only 1 of the 4 cases:
? land redistribution;
? consensus based systems;
? transfer of positive lessons from political to economic liberation.
Linking Theme-based and Challenge-based points of convergence and
divergence
The fact that the 5 challenges are common to 3 out of 4 (75% of) cases suggests it may
be logical to link these challenges to the themes in Figure 4. Figure 5 paints a picture
that expands Figure 4 to incorporate the 5 challenges common to 3 of the 4 cases.
Figure 7: Theme-based and Challenge-based points of convergence and divergence
THEME-BASED
CONVERGENCE
CHALLENGE-BASED CONVERGENCE AND
DIVERGENCE
1. Collaboration with key
stakeholders.
? Consensus building amongst stakeholders
? Gender consciousness
? Role of international lending institutions
? Privatisation
2. Stakeholder needs and
expectations.
? Value-enhanced products and services
? Boosting investor confidence
? Gender consciousness
? Privatisation
3. Stakeholder promises
? Value-enhanced products and services
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
4. Delivery processes.
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
5. Structures and systems.
? Employment creation and entrepreneurship
? Boosting investor confidence
? Culture of non performance
? Privatisation
6. Capacity and capability
? Employment creation and entrepreneurship
? Institutional capacity building
? Boosting investor confidence
? Role of international lending institutions
? Culture of non-performance
? Privatisation
Theme-based points of divergence
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
14
From Figure 3, there is 1 theme common across 3 cases and 2 common across 2 cases.
The 1 theme common across 3 cases is:
? People care.
The 2 themes common across 2 cases are:
? capturing changing needs and expectations;
? active listening.
The three themes forming points of divergence were used to strengthen the new
theory.
Linking Theme-based and Challenge-based points of divergence
One way of deepening insights between the 7 remaining points of divergence in
challenges was to see which of the 3 diverging themes would most likely address the
diverging challenges.
Figure 8: Theme-based and Challenge-based points of divergence
THEME-BASED
DIVERGENCE
CHALLENGE-BASED DIVERGENCE
Capturing changing
needs and
expectations.
? Consensus based systems
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to economic liberation
? Land redistribution
? Ecological harmony
Active listening.
? Use of relevant national languages
? Role of national culture in transformation
? Consensus based systems
? Transfer of positive lessons from political to economic liberation
? Ecological harmony
People care.
? Use of relevant national languages
? Role of national culture in transformation
? Consensus based systems
? Economic reform and poverty reduction
? Transfer of positive lessons from political to economic liberation
? Land redistribution
? Ecological harmony
Combining Figures 7 and 8 provides a synthetic framework (Figure 9) from which
further integration of themes and challenges is suggested.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
15
Figure 9: Resultant links between emerging themes and challenges
THEME CHALLENGES
1. Collaboratio
n with key
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Privatisation
? Gender consciousness
2. Stakeholder
needs and
expectations
? Value-enhanced products and services
? Boosting investor confidence
? Gender consciousness
? Privatisation
3. Stakeholder
promises
? Value-enhanced products & services
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
4. Delivery
processes
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non-performance
? Privatisation
5. Structures
and systems
? Employment creation and
entrepreneurship
? Boosting investor confidence
? Culture of non performance
? Privatisation
6. Capacity and
capability
? Employment creation and
entrepreneurship
? Institutional capacity building
? Boosting investor confidence
? Role of international lending
institutions
? Culture of non-performance
? Privatisation
7. Capturing
changing
needs and
expectations
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Land redistribution
? Ecological harmony
? Consensus based systems
8. Active
listening.
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Consensus based systems
? Ecological harmony
9. People care.
? Use of relevant national languages
? Role of national culture in
transformation
? Transfer of positive lessons from
political to economic liberation
? Land redistribution
? Ecological harmony
? Consensus based systems
? Economic reform and
poverty reduction
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
16
Given that stakeholders may be broadly categorised as either internal or external to the
organisation, the emerging themes were refined. Such refinement integrated the three
diverging themes (capturing changing needs and expectations, active listening and
people care) into refined theme areas including internal and external stakeholders
(Figure 10).
Figure 10: Refined Emerging Theme Areas
REFINED THEME AREA ORIGINAL EMERGING THEME AREAS CATERED FOR
1. Internal stakeholders.
? Active listening
? People care
? Consensus building amongst stakeholders
? Capturing changing needs and expectations.
2. External
stakeholders.
? Active listening
? People care
? Consensus building amongst stakeholders
? Capturing changing needs and expectations
3. Needs and expectations.
? Active listening
? People care
? Capturing changing needs and expectations
4. Promises.
? Active listening
? People care
? Stakeholder promises
5. Processes.
? Active listening
? People care
? Delivery processes
6. Structures and systems.
? Active listening
? People care
? Structures and systems
7. Capacity and capability
? Active listening
? People care
? Capacity and capability
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
17
The refinement yielded an opportunity to refine emerging theme statements. This is
reflected in Figure 11 below.
Figure 11: Refined Emerging Themes
REFINED THEME AREA REFINED EMERGING THEME STATEMENTS
1. Internal business stakeholders.
Intense collaboration with key stakeholders leads to success of
transformation.
2. External business stakeholders.
Intense collaboration with key stakeholders leads to success of
transformation.
3. Needs and expectations.
Organizational transformation revolves around changing
stakeholder needs and expectations.
4. Promises.
Organizational transformation revolves around changing
promises to address changing stakeholder needs and
expectations.
5. Processes. Organizational transformation revolves around changing
processes to deliver changing promises.
6. Structures and systems. Organizational transformation revolves around changing
structures and systems to align with changing processes.
7. Capacity and capability
Organizational transformation revolves around changing
capacity and capability to sustain the momentum of the
change.
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
18
Cross-case analysis summary
The cross-case analysis above is summarised in terms of integrated links between
themes and challenges as reflected in Figure 12 below.
Figure 12: Integrated Links between Themes and Challenges Addressed
THEME CHALLENGES
1
Collaboration
with internal
business
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Privatisation
? Gender consciousness
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
2
Collaboration
with external
business
stakeholders
? Consensus building amongst stakeholders
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Privatisation
? Gender consciousness
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
3
Changing
needs and
expectations
? Value-enhanced products & services
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Economic reform and poverty reduction
? Gender consciousness
? Privatisation
? Land redistribution
? Ecological harmony
? Consensus based systems
? Boosting investor confidence
4
Changing
promises
? Value-enhanced products & services
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Culture of non- performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and poverty
reduction
? Land redistribution
5
Changing
processes
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Land redistribution
? Culture of non-performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and
poverty reduction
6
Changing
structures and
systems
? Employment creation & entrepreneurship
? Boosting investor confidence
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political
to economic liberation
? Land redistribution
? Culture of non performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Economic reform and poverty
reduction
7
Changing
capacity and
capability
? Employment creation and entrepreneurship
? Role of international lending institutions
? Use of relevant national languages
? Role of national culture in transformation
? Transfer of positive lessons from political to
economic liberation
? Economic reform and poverty reduction
? Institutional capacity building
? Boosting investor confidence
? Culture of non-performance
? Privatisation
? Consensus based systems
? Ecological harmony
? Land redistribution
© Copyright 2011 MaCoTra Publications
Not to be Passed on to Third Party Without Author’s Permission
© MaCoTra Singing ORGANISATIONS THAT TRANSFORM
19
Major Outcomes and Conclusion
The outcomes of the cross-case analysis are a condensation of nine emerging themes
into seven and the establishment of links between the sixteen emerging challenges
unearthed and the synthesised seven themes.
The seven themes and related challenges have been used to develop the Madzivire
Collaborative Transformation (MaCoTra) model which is a prescription for
companies contemplating transformation in emerging economies. The MaCoTra
model is subject of a separate article.
I recommend replication studies on organisational transformation in emerging
economies to check the recurrence of the seven themes and sixteen challenges.
SOURCE REFERENCE
Madzivire A. B. (2003). Organisations That Transform: Exploring the Challenges in
the Emerging Economy of Zimbabwe. Unpublished Doctor of Business Leadership
(DBL) Thesis: Harare
doc_573722464.pdf