For decades organizations have sought and achieved productivity and performance improvement through information technology and process engineering initiatives. While these efforts streamlined and automated what organizations do to provide services and products, they failed to address many people and organization needs along the way.
Every change initiative is actually a triple helix of evolution of systems, process, and organization as suggested by this graphic:
Any given evolution is dominated by one of the three based, generally, on the competence and orientation of those driving the change. For the past 50 years systems and process change have far outpaced organization change because system and process change initiatives are more tangible and so easier for leaders to understand and therefore also to buy. They are also easier to drive.
Much process and systems change has been accomplished but not with the commensurate evolution in organization. Consequently, at present the simplest and most efficient way to make a large positive impact is to drive organization change. Organization change is also becoming more tangible, providers are more competent and prevalent, and leaders more open to and desirous of specific organization evolution; for example in terms of improved culture.