Much has been written about major change and transformation efforts in organizations. But what roles within organizations are actually critical to successfully achieve transformational goals? The simplistic answer is “change agents”.
But in order to provide a more tangible definition of change agents, here is a taxonomy for the various types of knowledge workers that can be applied when considering the formation of transformation teams. This taxonomy goes beyond examples of profession and vague, global descriptions of knowledge activities. The classification of knowledge worker types takes a process view – what knowledge workers do. Five classifications of knowledge worker comprise the taxonomy: (1) initiators, (2) innovators, (3) integrators, (4) implementers, and (5) instigators.
All five roles must be filled by an organization undergoing major transformation and change. A balance must be struck dependent on which stage in a transformation lifecycle the organization moves. Importance must be placed on the “personality profile” of a transformation effort and all its contributors.
Initiators create knowledge through “original thinking” and trigger step-change breakthroughs in new paradigms and new business models for the transformed business.
Innovators modify, refine, and build upon ideas to generate new knowledge that go beyond the initiator’s work.
Integrators aggregate, consolidate, synthesize, and broker existing knowledge to develop holistic, systems views. These holistic views provide new perspectives and insights.
Implementers apply, utilize, and execute the “know how” within an intrinsic knowledge base. Implementers unleash the tangible, extrinsic value inherent in knowledge – value that is unreleased until applications are realized.
Instigators challenge ideas, old and new, throughout the knowledge process. They drive out-of-the-box thinking as well as ground new ideas, innovation, integration, and implementation in the harsh realities of feasibility and viable economic returns. Instigators say “Yea” and say “Nay.”
So what? Determine the team personality required for each stage of the business transformation lifecycle. “Profile” potential members based on individual personalities as demonstrated by past behaviors. Develop and manage a fine balance of personalities through the change process. Introduce new members/personalities as required. Visibly recognize and reward specific team members for playing varying roles.