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*The importance of clear ownership and enterprise-wide alignment of change initiatives; | *The importance of clear ownership and enterprise-wide alignment of change initiatives; | ||
*When to decide to leave. | *When to decide to leave. | ||
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[[File: | [[File:Impact_Patterns_Spiral.png|450px|Impact Patterns Spiral]] | ||
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'''The Impact Patterns are:''' | '''The Impact Patterns are:''' | ||
*[[Personal Enterprise Vision|#1: Personal Enterprise Vision]] | *[[Personal Enterprise Vision|#1: Personal Enterprise Vision]] | ||
Latest revision as of 13:29, 1 September 2025
Impact Patterns
How to get the enterprise to actually change
“Success is not measured in the amount of dollars you make, but the amount of lives you impact.”
- Anonymous
Enterprise Designers face a difficult task. Understanding what needs to change and designing those changes is difficult enough. Getting the enterprise to collaborate with you, adopt your designs and implement them in the way you intended is often even harder.
You need to get people to trust you, to value your work and your advice and to get as enthusiastic about your ideas and designs as you are yourself. Just delivering great designs is not enough; only through the power of influence will those great designs have a chance to have the impact you desire.
The patterns in this section outline major steps to establish and grow your influence and impact as an Enterprise Designer. This is a continuous process that takes time and constant attention. As the spiral shows, you need to grow your influence in two dimensions at once - both upwards in terms of strength and impact and outwards in terms of your reach throughout the enterprise. Wherever you start, you need time to win the trust and confidence of your immediate stakeholders and deepen your relationships with them to strengthen your influence. As your circle of influence grows, you discover new and different stakeholders you need to win the trust of.
Your journey will not always progress in a strictly linear fashion, either. Trust and influence take much time to establish and grow but can be lost in an instance. It doesn’t take much to slide backwards; it takes a long time to recover when it happens.
This means that even though the steps in the spiral are numbered to show a steady progression, you will find yourself jumping back and forth between steps. Sometimes you need to repeat a single step until you achieve what you are aiming for. Sometimes you retreat and start several steps back to regain ground you may have lost. And you will be progression through several spirals simultaneously, as your circles of influence grow in size, number and strength.
These patterns will show you:
- The importance of having a personal enterprise vision;
- How to build coalitions and get executive buy-in;
- How to clarify and align the enterprise vision into a compelling shared vision for all co-creators;
- How to set up a safe negotiation space where co-creators feel comfortable to exchange ideas and collaborate;
- The importance of clear ownership and enterprise-wide alignment of change initiatives;
- When to decide to leave.
The Impact Patterns are: