If
you are ever tasked with doing a
transformation project on a business unit, company, or organization,
then you
know how challenging the work can be. Getting teams to understand the
risks of
staying put, failing to see outside the scope of their limited
environments, or
to recognize the winds of change can be a severe challenge. Usually, the
initial mindset starts with a negative proposition-it can’t be done;
that is
not how we do it; it is not broken!
If you are ever tasked with doing a
transformation project on a business unit, company, or organization, then you
know how challenging the work can be. Getting teams to understand the risks of
staying put, failing to see outside the scope of their limited environments, or
to recognize the winds of change can be a severe challenge. Usually, the
initial mindset starts with a negative proposition-it can’t be done; that is
not how we do it; it is not broken! Transformation is difficult to do and even
more difficult to do well unless you are prepared to educate and expose the
participants to a new mode of thinking. Accountability and communication are
essential elements in creating success. John Kotter is a transformation expert
and has broken transformation management into at least 8 key elements. They
include (1) establishing a sense of urgency; (2) form a powerful guiding
coalition; (3) create a vision; (4) communicate that vision; (5) empower
others; (6) create short-term wins; (7) keep the process moving and consolidate
improvements; and (8) institutionalize new approaches. In the referenced
article the commentator indicates that many transformation projects fail
precisely because the 8 critical steps are not properly adopted or followed.
“Convince at least 75% of company managers that the status quo is more
dangerous then the unknown.” This is very wise counsel and a good way to get
people’s attention. In order to keep it, you have to implement these concepts
aggressively, consistently, and regularly enforce them at meetings and cultural
events. Building early wins is extremely critical, as successful momentum
builds off of successful project implementation. Successful momentum can
sustain a project until longer-term buy in occurs. The commentator also
mentions reinvigorating the process by introducing new projects and new change
agents.In many respects
this is the roadmap for modern business. The challenges are too numerous to
stand in one place. The work is consuming and can wear even the most capable
executive down. The reason that transformation fails is that the organizational
body never fully morphs into the head, and the head moves on to another
project. Therefore, taking sufficient time to implement these concepts and
working with a high sense of urgency are key determinants of outcomes.
Ultimately if you can link new modes of thinking and acting to new levels of
success then you can create and sustain a transformation project. I solidly
support these principles and hope that you will apply them to your next transformation
challenge.
