Helens’ mother is a chemistry teacher. This leads to some very interesting dinner conversations where we speak about the kind of work we do and the kinds of problems we help clients to solve. The majority of these conversations have focussed on the similarities and differences between teaching and coaching, but more recently have focussed more on the similarities between chemistry and organisational change.

One such chat led to discussions around catalysts and chemical reactions, and introduced us to the concept of the ‘rate determining step’. This concept, originating in chemical kinetics, essentially means that the rate of the overall reaction is determined by the slowest step. Given that a reaction is inherently complex and comprises of multiple steps, when measuring the rate of reaction, we are really measuring the time it takes the slowest step to happen. Where a catalyst is used to speed up the reaction (they can also be used to slow one down apparently!), it typically works on the aspect of the reaction which is slowest – the ‘rate determining step’.

We are not chemists (as is probably clear from the description above) but this conversation led us to question whether understanding how to identify and manage rate determining steps could better equip us to lead organisational transformation? We already typically see it in many aspects of product delivery. It can be found with teams delivering slowly because of a lack of domain knowledge, resource or capability. It appears in processes that govern and control. We see it in the data we measure around our work/ story/ task boards. Effectively, we see multiple rate determining factors all happening at the same time across various areas of the organisation. And as with reactions and change in chemistry, these factors change so that when one is overcome, another takes its place.

To use this concept for organisational change and transformation, we’re acknowledging that in chemistry, one can break down the complex reaction into steps. In organisations, these reactions or changes are even more complex and multi-faceted. For our purposes, we will use the term Rate Determining Factor.

So how do we apply the concept of the rate determining factor to organisational change and transformation? Most change models are framed in a positive way. They focus on the things that you need to do to be successful: Find allies to support the change and build their capability and profile; Champion existing or home-grown examples of agility to model desired behaviours; Build momentum through small wins. In short, look to invest effort in success.

However, if a transformation programme is just a reaction aimed at moving an organisation from one state to another – essentially a series of smaller steps creating a larger and more complex change – then we can learn from chemical kinetics that identifying and working on breaking down the rate determining factors that limit change must be an equally important strategy. In fact, by executing a positive strategy, we’re only using half of the tools in our change toolbox.

This broader perspective allows us to focus on the factors that will slow or stop transformation, creating the circumstances in which success is not only possible, but can be replicated. It is only when this has been accomplished that it is appropriate and worthwhile to look at scaling your success.

Premature scaling without tackling the factors limiting transformation is a common reason we see many transformation programmes faltering. When they cannot push past localised areas of success, where they have not had to address broader organisational limiting factors, the leadership teams typically lose their nerve and seek either to stop the programme or find answers in a prescriptive framework. So, what’s the alternative?

It’s really important to understand what your rate determining factors are so we can identify the appropriate ‘catalysts’. Let’s clear up a misconception before we go any further; catalysts cannot be applied in this context to make the same reaction or change happen quicker. They are applied to find alternative paths through a complex problem and to do so whilst using less energy. In short – they don’t do the same thing quicker – they do it a different way that is quicker. Understanding this unlocks vital wisdom for organisational transformation – you cannot force things to be any quicker than the organisation will allow, but you can find a more effective way of doing things. It is the catalyst that provides this new way of doing things – this is the real power of catalysts in organisational transformation.

Next time…if you liked this:

• How catalysts help you avoid transformation fatigue
• Identifying and using your catalysts
• What typical rate determining factors look like
• Some real life examples