Modern, complexity-aware approaches to organizational change are exploratory, experimental, and continuous. Still, there are few well-established practices for organizing change work to provide necessary interfaces to corporate governance, with its demands on steering, measuring, and planning. A paradox is at play! Do we need to choose between non-linear and ad-hoc on the one hand and linear and systematized on the other hand?

My colleagues and I have worked systematized with non-linear organizational change for many years. The result is a tangible methodology organizations can use to integrate non-linear organizational change in the current management system. And I am happy to share our insights and practices.