From Invisible Effort to Visible Impact

As seasoned change and transformation professionals, we've all experienced a particular challenge of the field: significant time spent upfront on crafting and aligning change plans only to have project timelines shift unexpectedly. We scramble to adapt, but stakeholders grow restless due to perceived lack of progress. In status meetings, we report on OCM deliverables that mean nothing to those outside of our domain – does this sound familiar?

Early in my career, I believed every stakeholder-facing material needed to be flawless. However, large-scale transformations are inherently dynamic, with evolving target states. In this fluid environment, perfectionism can become counterproductive.

The sobering truth is that regardless of our behind-the-scenes efforts, if we fail to demonstrate tangible value beyond our immediate team, our impact will be diminished.

Conversely, I've witnessed the transformative power of quick wins. On one project, we launched a concise monthly newsletter within the first 60 days, highlighting program milestones and updates. This simple initiative boosted team morale and garnered stakeholder trust. In another instance, my change team orchestrated an on-site showcase of upcoming products and offerings, providing the program team with a tangible achievement to rally around and an opportunity to spotlight their hard work.

To my fellow change leaders: I urge you to critically evaluate your approach. Are you investing excessive time in internal deliverables that remain invisible to key stakeholders? Or are you strategically focused on delivering visible value and cultivating trust?

Let's expand our perspective beyond our internal processes and consider the viewpoints of those we serve. By prioritizing value-added outputs and quick wins, we can maximize our impact and effectiveness.

In the end, if our diligent efforts go unrecognized and unappreciated, we must ask ourselves: are we truly driving the change we seek to achieve?