How do you define Transformation?
Tony Lockwood
Helping Organisations Deliver Transformation That Sticks | Solving Change Fatigue & Execution Failures | Trusted Advisor to Change Leaders | Author of Transformation Leaders Body of Knowledge
This is a question that I often start the Inside Track podcast with, and the responses are illuminating and provide the context of our upcoming discussion.
We all have our own definition of the term and even if you search Google for a definition, it’s no clearer.
As a result, the word ‘transformation’ is a word that is widely used. However, across organisations and sometimes within organisations, what people mean by transformation can differ significantly.
Over the last few years, this has become a much bigger issue as more and more articles are written about ‘transformation’ – a recent Google search on ‘transformation articles’ delivered 489m results!
Some of these talk about Transformation being a complete change – on one of the recent episodes of the podcast, the transformation of a caterpillar to a butterfly was used to describe how they interpreted the word –?“a transition from one form to another”.
However, many of these articles describe transformation as nothing more than a larger programme of change or managing a portfolio of projects.?Interestingly, I recently saw one role entitled “Head of Transformation” when the description really focused on running a series of business improvement activities!
So why is this important to you in managing and developing your career in change and transformation?
Let me explain with a recent story that I heard.
An organisation went into the market for a Chief Transformation Officer – the role would report to the Group CFO and commanded a reasonable package – in excess of a quarter of a million.
Throughout the process, the role was described as transformational, the successful candidate would lead the organisation through the most significant period of change in their history etc etc.
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The person that was appointed was an exceptional leader, she had led transformations in organisations across multiple sectors, in global and regional structures and had an excellent track record.
However, within the first couple of weeks of starting in the role, she became concerned that her expectation of what Transformation for the organisation would mean and that of some of the senior directors across the business differed greatly.??
The appetite for transformation change was just not there although it was clear from her perspective that the organisation needed it. Indeed, without it, the future looked decidedly bleak as new entrants in the marketplace were systematically gobbling up their client base.
Whilst she was clear about what was needed, it quickly became clear that the mandate to deliver this major transformation was never going to be given and what the CEO at the time wanted was a ‘safe pair of hands’ to deliver and oversee a number of important programmes that were failing.?Given that he had made some commitments to the City about the success that these programmes would create, he had to be seen to deliver them.
I’m sure that you’re not going to be surprised to learn that the appointed CTO tendered her resignation within 6 months of joining and both her and the organisation were back to square one – a real lose : lose!
In retrospect, it is clear that the two parties had completely different interpretations of what Transformation was and this difference had significant impact on all parties – interestingly, the CEO was forced to resign quickly thereafter when it became clear that the strategic programmes were not going to deliver the level of transformation required to safeguard the future of the business!
The lesson is thus – you need to be absolutely clear yourself as to what your definition of transformation is, so that you can identify those organisations and roles that align with your vision.
Equally, during the selection process, don’t be afraid of asking searching questions and clarifying whether the organisational perception is aligned to yours.?In this way, you’ll save yourself a lot of heartache and potential frustration by avoiding those roles that are a mismatch, but more importantly, you’ll be able to attract those roles that are aligned.
Please share your experience and maybe even your definition of Transformation.
Really good article Tony and a damning example of how a lack of vision can affect both parties so negatively. I'm starting on a new road to change the way I work to implement change based on a company's strategic vision. Thanks for identifying one of the key issues I think I'm going to face - how can you implement a vision when that vison either doesn't exist or represents just rescuing a failing programme. I'm more than happy to take on a project rescue but, if that's what the role actually is, then be clear from the outset.
Strategy and transformation delivery professional, supporting local and central government with solutions to their most complex challenges
3 年Interesting piece Tony. I have too pondered this very subject; more specifically the role leading a transformation business function, and the actual business need to transform. The leadership role, in my opinion, is about steering a business through an evolving range of organic change, typical business improvement, and engineering the path to achieving set goals or ambitions. It isn’t simply to take a business from one state to another, because to do so, would presuppose that the sector it operates within can be so comfortably mapped and a pathway to change confidently planned. Today more that ever, we know this is unlikely to be the case for 99.9% of businesses, so the capability to pivot and navigate the changing environment around us, is an essential component to transforming anything. The transformation question; at the base level, transformation is existential. If we all turned into alabaster statues tomorrow, the world would continue to transform around us; the passage of time played out in the change from one state, to another. So, what is “Transformation”? Perhaps it’s ‘the intentional creation, acceleration or alteration of a change’ or simply the planned structuring and sequencing of naturally occurring evolution?
Transformation is the journey you take from where you are to where you want to be. However for that journey to be a success you need to identify and understand where you are. It might not be where you first thought. Then understanding whether the outcome at the end is worth the cost of the journey in the first place.
Accelerating SME Growth | Strategy & Change | Culture | #CuriousFriday
3 年A sound reminder of the importance of asking questions to get under the skin of what the role is really about. Same applies to those doing the interviewing. If it doesn't feel right trust your instinct.
Interim Procurement Consultant
3 年Tony in someways Transformation can be related to RIBA don’t you think? Without this proper planning chaos ensues and no one, not even the Directors of the business, have a clue what’s going on. Ground zero - Strategic Definition is the most important stage of transformation, if you don’t get this correct from the start you might aswell not bother. Thoughts?