Embracing Systems Change for Sustainable Transformation in Enterprises

Change is never easy, especially in large enterprises. Yet, we need to focus on changing systems rather than just behaviours to see meaningful and lasting improvements. Seth Godin's recent blog post underscores this fundamental truth: change comes when systems change.

Willpower is Overrated

Relying on willpower alone is a recipe for burnout and failure. In an enterprise context, expecting employees to go against ingrained habits or outdated processes constantly is not sustainable. Instead, we need to redesign the environment that shapes these behaviours. For instance, rather than encouraging teams to collaborate despite siloed departments, we should break down those silos and create a structure that fosters seamless communication and cooperation. This is why I spend a lot of time with clients, creating the capability to manage their value streams and aligning people, processes, systems, and finances to work together.

Systems are Resilient and Pervasive

Systems are robust and enduring by nature. They resist change and maintain the status quo. This resilience can be both a strength and a weakness. While altering existing systems is challenging, doing so can lead to a more significant and lasting impact. Consider how revising performance metrics and rewards can shift company culture more effectively than spotlighting a few exceptional employees who manage to succeed despite the odds.

Seeing and Changing the System

The first step towards meaningful change is recognising the system at play. Once we understand the interconnected components that drive behaviours, we can begin to re-engineer them. This could mean redefining success metrics, altering workflows, or implementing new technologies that align better with our desired outcomes. For example, rather than blaming a team for poor performance, we might look at the training processes, tools provided, and overall workflow contributing to their challenges. After all, Deming said that 95% of the problem is the system and only 5% the people!

Practical Examples: Education and Environmental Policies

Godin highlights how systemic changes in education, such as altering metrics and rewards, can be more impactful than celebrating individual teacher successes. This translates to revising incentive structures to align with long-term goals rather than short-term gains in the enterprise world. Similarly, removing harmful practices at a policy level is more effective than relying on individual compliance. Enterprises can take a page from this by instituting company-wide practices rather than leaving it up to individual departments or employees.

Creating a Lasting Impact

Enterprises must move beyond superficial changes and address the underlying systems to create a lasting impact. It is too easy to change the names, but do the same thing and wonder why promised results do not appear.

This requires a holistic approach that involves all stakeholders, from leadership to frontline employees. It's about creating an ecosystem where desired behaviours are the path of least resistance, supported by the right tools, policies, and cultural norms.

Call to Action

It's time for enterprises to look beyond willpower and individual effort. Focusing on systems change can drive sustainable transformation that benefits everyone. Let's start by identifying the systems that shape our organisations and work collectively to reimagine and rebuild them for a better future.

Conclusion

Incorporating Seth Godin's insights on the power of systems change can inspire a more strategic approach to enterprise transformation. We can achieve more resilient, widespread, and enduring improvements by shifting our focus from individual efforts to systemic redesign.

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