Organizational Design & Change learning path | 3by3Grid
Designing and evolving organisational structures, operating models, and culture to improve performance and adaptability. Includes workforce planning, role clarity, transformation roadmaps, change adoption, and organisational maturity.
Concepts
- Adizes Corporate Life Cycle: From Startup to Organisational Decline The Adizes Corporate Life Cycle helps leaders identify which stage their organisation is in, so they can diagnose the right management problems and apply the right interventions before dysfunction be…
- ADKAR Model: Manage Change One Person at a Time The ADKAR model gives managers a structured way to identify exactly where and why individuals stall during change, so they can intervene at the right point rather than pushing harder on the wrong lev…
- Bridges Transition Model: Managing the Human Side of Change The Bridges Transition Model helps managers address the psychological and emotional barriers that prevent individuals from successfully moving through organisational change, reducing resistance and i…
- Burke-Litwin Model: Map How Organizational Changes Drive Performance The Burke-Litwin Model helps managers and leaders identify which organizational factors are driving or blocking performance, so that change initiatives can be targeted where they will have the most l…
- Capability Matrix: Map Skills, Strengthen Teams, and Guide Smarter Resourcing A capability matrix helps managers identify skill gaps, plan development priorities, and make more confident decisions about resourcing, succession, and team design.
- Change Impact Assessment: Understand Who Is Affected Before You Act A Change Impact Assessment helps you anticipate who will be affected by a proposed change and how deeply, so you can reduce resistance, target support effectively, and make better-informed change dec…
- Change Readiness Assessment: Reduce Risk Before You Change Roles or Teams A structured change readiness assessment helps managers identify capability gaps, resistance risks, and organisational barriers before a role transition, team restructure, or strategic shift, reducin…
- Competing Values Framework: Diagnose Your Organization's Dominant Culture The Competing Values Framework helps managers diagnose the dominant culture of their organisation, identify leadership blind spots, and make deliberate choices about where cultural emphasis needs to…
- Force Field Analysis: Map Momentum and Resistance in Change Decisions Force field analysis helps managers identify and weigh the competing pressures for and against a proposed change, enabling clearer decisions about whether to proceed, adapt, or address key barriers b…
- Greiner’s Growth Model. Lead Your Organisation Through Growth And Crisis. Greiner’s Growth Model helps managers anticipate the leadership, structure and culture challenges that emerge as organisations grow, so you can navigate each growth phase deliberately rather than rea…
- Kotter’s 8-Step Change Model: Lead Organizational Change With Confidence Kotter's 8 Step Change Model helps managers move complex change initiatives from intent to execution by providing a clear, sequential structure that builds momentum, alignment, and lasting adoption.
- Lewin's Change Model: Reduce Resistance To Change Lewin’s Change Model helps managers move teams through change in a structured way, reducing resistance and increasing the chances that new behaviors actually last.
- McKinsey 7-S Framework: Align Strategy, Structure, and Culture The McKinsey 7-S Framework helps managers identify and correct misalignment between strategy, structure, and culture so organizational change efforts actually translate into consistent execution.
- Nadler-Tushman Congruence Model: Diagnose Performance Gaps The Nadler-Tushman Congruence Model gives managers a structured way to diagnose performance gaps by assessing how well an organisation's work, people, formal systems, and culture align with each othe…
- Organizational Network Analysis: Reveal the Informal Networks That Drive Change Organizational network analysis helps managers uncover the informal relationships and influence patterns that determine how information, decisions, and change actually move through an organisation, e…
- Prosci PCT Model: Why Change Programmes Stall and How to Fix Them The Prosci PCT Model gives programme leaders a structured diagnostic for identifying which of three critical conditions (leadership and sponsorship, project management, or change management) is under…
- RACI Matrix: Clarify Ownership and Strengthen Accountability The RACI matrix helps managers eliminate role confusion and reduce decision-making delays by clearly assigning responsibility, accountability, consultation, and information rights across every projec…
- Stages of Change: How To Know If Your Team Members Are Ready To Act Change efforts can underestimate how far apart team members are in their readiness to act; this model gives managers a practical framework for diagnosing where each person actually sits before decidi…
- The Change Curve: Understand Emotional Reactions During Transformation The Change Curve helps managers anticipate emotional responses to change so they can reduce resistance, maintain momentum, and support teams through transitions with greater confidence and empathy.
- VUCA Framework: Lead Teams Through Volatility and Change The VUCA Framework helps managers diagnose whether stalled change stems from individual readiness gaps or from operating conditions of volatility, uncertainty, complexity, and ambiguity that require…
- Workforce Planning: Get the Right People in the Right Roles at the Right Time Workforce planning helps managers match their organisation’s future goals with the skills, capacity, and roles needed to deliver them to avoid talent shortages, capability gaps, and reactive hiring.
Courses
- Ensure a New System Actually Gets Used When a new reporting system launches and half the team quietly reverts to the old spreadsheet, the real problem usually isn't the software, it's uneven change adoption. This course walks a manager th…
- Manage Team Morale Through A Merger Managers who lead a team through a merger often find the harder work starts after the announcement, once new reporting lines are drawn but the team hasn't actually come together. This course gives yo…
- Restructure Around a Skills Gap, Not a Headcount Number When finance mandates a 15% headcount reduction, deciding who stays can't come down to tenure or gut feel. This course walks a manager through using workforce planning, a capability matrix, and a ski…
- The Restructure Nobody Saw Coming Your division is being restructured into another team with two weeks' notice, and you're the one who has to break the news. This course walks you through leading a team through an unplanned reorganiz…
Simulations
- The Merger Where the Systems Never Actually Merged Eight months after your company's merger closed, two finance teams are still running separate approval chains, and year-end close is six weeks out. This post-merger integration simulation tests wheth…
- The Rollout That Worked Everywhere Except the Region That Matters Practice diagnosing why a system rollout succeeded everywhere except your region. This system adoption simulation puts you in charge of one region generating a third of company revenue, three weeks t…
- The Successor Who Doesn't Fit the Old Org Chart An outgoing operations VP has two weeks to decide whether her technically excellent successor is ready for a role built on relationships he's never had to manage. This simulation tests a real success…