Part 2 of my mini-series examining why transformations often fail.
Paul Meredith
Building a start-up fintech in the SRT space | Programme Director | Operations Director | SaaS | Blockchain | Building smarter digital workflows for capital risk management
Reason 2 - Lack of a powerful guiding coalition
Genuine transformations need committed leadership from and collaboration between the senior stakeholders.
In smaller organisations the coalition may only be 3 or 4 people. In bigger ones, genuine commitments are needed from division leaders, employees representatives such as union leaders, sometimes even representatives of key strategic customers.
This coalition often works outside the traditional hierarchy. It facilitates changes that transcend formal boundaries, usual expectations and existing protocols. It is sometimes formed over a series of executive retreats over several months.
Transformations fail when businesses underestimate the challenges of implementing change, and give insufficient attention to the need to build an effective guiding coalition.
Those businesses often have a lack of teamwork between Executives because they undervalue its importance. They sometimes rely on a head of strategic planning or HR to “make it happen.” However capable that person may be, they don’t attain the level of practical authority needed to drive successful transformation.
Building a start-up fintech in the SRT space | Programme Director | Operations Director | SaaS | Blockchain | Building smarter digital workflows for capital risk management
3 周Ian Brown-Lee ACMA CGMA Thanks for reposting.
Partner at Protean - Programmes & Projects | Process Improvement | Operational Maturity | Strategic Deployment | GRC | Business Integration | Transformation | Change | Digital | IT Implementation | Trustee
3 周Great post, Paul Meredith. A strong guiding coalition is critical to the success of any transformation. Developing one is an ongoing effort. Building understanding, fostering alignment, and creating a shared purpose all take time. But when senior leadership fully supports the process, the rewards are invaluable.
Building a start-up fintech in the SRT space | Programme Director | Operations Director | SaaS | Blockchain | Building smarter digital workflows for capital risk management
3 周Jamie Sears Thanks for reposting.
Change & Transformation Director | Customer Service Strategy Specialist | CX Leader | Operational Excellence | Contact Centre Specialist | Digital Service Strategy | Experience Interim
3 周Couldn't agree more Paul. Keeping everyone's story straight, focused on the delivery and the purpose takes time and effort. Sometimes feels like hard yards and keeping to the agreed/shared plan feels like double maths :), but it is essential for getting stuff done. Same page = better delivery.
IT Sales Director | Driving $25M+ Revenue Growth in IT Services | Expert in Travel, Retail & Technology | GTM Strategy | Enterprise Sales | Closing $5M+ Deals Across Europe | MEDDICC
3 周Paul Meredith This is a strong analysis of why transformations fail due to weak leadership alignment. The emphasis on coalitions working beyond formal hierarchies is particularly insightful, as true change requires cross-functional commitment. However capable that person may be, do they truly have the practical authority needed to drive a successful transformation?