The Hidden Kingdom: Unveiling the True Nature of Transformation
Nils Koenig
Senior Consultant @ Arcondis Group | I drive change every day in all I do - from changing diapers to transforming organizations
In a vast corporate realm, heralds dispatched by the ruler rode from department to department, announcing a grand digital upgrade. Proclamations, adorned with vibrant ribbons and sealed with the kingdom's emblem, described wondrous benefits and newfound efficiencies, all promised through the magic of technology. The people of the realm gathered in bustling courtyards and whispered in shadowed hallways, marveling at the prospect of a change that promised to make their lives easier without disturbing the comfort of their current routines.
As the initial excitement bubbled through the crowds, the heralds' messages of streamlined operations and effortless transitions painted a picture of a future where technology did the heavy lifting, and the inhabitants could remain cozily in their well-worn paths. Yet, as the implementation of this grand upgrade unfolded, the citizens began to sense a shift deeper than the one they had anticipated. It was not just their tools that were changing; their very ways of working, collaborating, and thinking were being called into question.
The true challenge emerged not merely in learning new software or adopting new protocols but in transforming the very fabric of their work culture—altering mindsets, fostering unprecedented collaboration, and nurturing a culture of continuous improvement. This was the hidden depth of the transformation, cloaked beneath the guise of a technological shift. What had been touted as a simple upgrade was, in fact, a profound cultural shift.
As the transformation progressed, it became clear that the kingdom was ill-prepared for such a cultural upheaval. The heralds, so focused on the technical aspects of the upgrade, had missed to address the underlying changes in work culture and organizational structure that were necessary for success. This oversight led to confusion, resistance, and ultimately, a breakdown in the collaborative spirit needed to make the transition work.
The grand vision of a seamlessly upgraded realm crumbled as the true nature of the change became apparent. The transition to SAP S4 Hana, a symbol of technological advancement, had utterly failed.
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The Moral of the Tale: Understanding the True Nature of Change
This tale, unfortunately, is not unique to the realm of corporate fairy tales. It reflects a common reality many organizations face when transitioning to systems like S4 Hana, Employee Central, or Ariba - or when launching new ways of working, including a shift to agile. These transitions often unveil profound cultural and organizational shifts that lurk beneath the surface, disguised as mere technical or methodological upgrades.
In the real world, leaders must first Realize the True Nature and Extent of the Change: What are the technical, organizational and cultural shifts created to their ambition? Understanding this helps in planning and executing change more effectively.
Then (and only then) other change management aspects can follow:
I've witnessed first-hand how large-scale transformations had to be restarted halfway through, simply because the initial implementation underestimated the depth of cultural and operational changes required. Have you seen such struggles in complex transformations? What strategies have you found effective in aligning technology with organizational culture?
Lead Consultant bei Arcondis Group | Experte für Organizational Change Management, Kommunikation und Prozessoptimierung
1 个月What a relatable story! It reminds me of a time when I found myself caught in the middle of a similar tug-of-war. On one side, the CFO was ready to embrace bold organizational changes through a new ERP system. On the other, the CEO was adamant — change should only happen if there was absolutely no other option. And there I was, stuck in the middle, trying to bridge two opposing visions. ?? The resolution? Let’s just say it wasn’t quick or easy. But looking back, my biggest takeaway is this:?don’t let these conflicts simmer under the surface. The key is to bring them into the open and work toward a shared understanding — even if it means having some tough conversations upfront. Your post is such an important reminder that tech transformations are never just about technology; they’re about people and alignment. Thanks for sharing this! ??
Hi Nils, indeed, technological changes often hide a number of process changes, and if that gap is not mapped and acknowledged, changes will not be easily accepted. What I’ve seen often in the organisations I have worked with, is that a change in technology masks the need for a change in processes, in general underestimating the need for process harmonisation specially in multisite implementations. One organisation I worked for changed ERP systems, and only managed 4 regional hubs, due to a lack of understanding of existing vs new processes and how much resistance that generated in the organisation due to the scale of the disruption. They then had to migrate to a new system 7 years later due to it having failed the first time. You can imagine the time and money ?? wasted in all the new technology!
Communications and Change Management
1 个月Thank you for sharing your perspective on the true nature of change, Nils. As someone working closely in digital transformations, I've seen how easily the depth of cultural and operational shifts can be underestimated. One of the strategies I’ve found most effective is creating a narrative that honestly communicates the challenges while focusing on the shared journey and vision. It’s not always easy to balance transparency with optimism, but when done well, it builds trust and strengthens the commitment to change.
Management Consultant Focused on Healthcare and Sustainable Food Production: Making Connections, Telling Stories
1 个月Thanks, Nils, for a clever take on an all-too-common situation. I have said it before, and I will say it again: Good change management by itself can`t make a project succeed, but bad change management can cause a project to fail.