Many transformation efforts fail. Admittedly, I had begun this article with the intention of providing definitions around change management versus transformation. However, having delivered many transformations, I feel I could add more value by simply providing a different view on how to deliver.
No doubt managing change is a key component of transformation. Yet the simple version of delivering finite change initiatives (even via well-known principles and tools) may not apply to the execution of a transformation programme. The reality is… transformation is a whole other ballgame.
Transformation does not focus on discrete, well-defined shifts, but rather a portfolio of initiatives which intersect. It is more disruptive and unpredictable. Even if you deliver one finite change initiative well, the overall transformation could still fail.
Executing a successful transformation is all about leadership, strong collaboration across business units and excellent communication with people. The leadership team may not have all the answers, but they can advise people of the process and principles that will determine the final decision.
Most people are mature enough to understand that change is part of life and business. People want to be part of the solution and change. They recognise the need to transform to compete. It is within transformation that we may understand the power of communication and role-modelling.
‘The art of communications is the language of leadership’
James Humes
I put it to you to get out of your office and lead by example – be a role model. This will give you the best chance of success in transformation.
What are some of the key factors you have found that contributed to transformation success? Please share in the comments below.
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