A Transformation By Any Other Name

Republished from Coach Dans Blog

I've often wondered if one of the reasons transformations fail to meet expectations, is because so many organizations misuse the word "transformation."??

Let's start with a couple of simple definitions.

trans·for·ma·tion

/?tran(t)sf?r?māSH(?)n/

noun

  1. a thorough or dramatic change in form or appearance.

trans·form

/tran(t)s?f?rm/

verb

  1. make a thorough or dramatic change in the form, appearance, or character of.

By these definitions, one would assume that any organization is going through a really fundamental change.? Something that will impact even the character of the organization.? That sounds like a BIG DEAL!

If you were to look under the covers of what most organizations call "transformations," I suspect you'll find something somewhat different.? You see, when an organization claims to transform, the change is often limited to the addition of some new tools, or a migration to a different process or framework (way of working.)? Of course, these changes can be valuable, and provide some additional efficiency, but the utility of these changes are limited still by organizational structure, beliefs, value and culture of the organization.? I would argue these types of changes are not really a "transformation" but rather something else.

Introducing the "Hierarchy of Transformation"

In order to bring clarity and alignment, I propose the following language to help organizations

orient around the type of changes they are undertaking.? The Hierarchy of Transformation is intended to help provide clarity, not just around what an organization is attempting to undertake, but also to reinforce a discussion on the types of returns an organization can expect from that change!

Retooling

The tip of the hierarchy is called "retooling."? This is the addition or replacement of tools or processes that a team or organization may use to complete its work.? Retooling may also involve a change in practice or "framework" that the team employs to move work through the organization.? Retooling is arguably the easiest (minimal effort) when one thinks about the changes an organization can make.? It's also the most limited when it comes to improving the effectiveness and efficiency of an organization.? Deploying new tools, processes or frameworks without an accompanying change to organizational structure, principles and values may provide some additional transparency, but they rarely remove impediments that are causing inefficiencies or negatively impacting the effectiveness of your people.

Reorganizing

Reorganizing is the second tier of the Hierarchy of Transformation.? This layer includes addressing the structure of the organization, as well as the behaviors of individual leaders and team members.? Reorganizing can be a powerful change because it is used to organize the right people in a way that emphasizes solving problems or creating value quickly and efficiently.? Reorganizing is disruptive, and is often perceived as a "loss of power or influence" by the legacy organizational structure, however this type of change will most often result in a much bigger "bang for the buck" when compared to Retooling.? Spoiler alert - reorganization WHILE retooling has a much higher level of success, and can more effectively deliver on the goals driving the change in the first place.

Transformation

The last layer on the Hierarchy of Transformation is called (you guessed it) transformation.? Transformation actually tackles shifting the mindset (purpose, values and principles) that guide the very way your organization thinks about serving their customers.? Creating alignment around purpose, being clear (and reinforcing) what the company values, and how those values are brough to life?will, in all likelihood, lead to rethinking how teams are organized, what frameworks they use to create value, and what tools they use to communicate and facilitate work.? A transformation starts, and is driven by, a relentless belief that the organization can, and should continuously improve the way it serves its customers, and creates valuable solutions for the people who count on it.? While the effort to truly transform is high, the return on the investment in terms of improved effectiveness and efficiency, not to mention engagement of your teams far outweigh the cost to change.

Words matter, and calling something a "transformation" when it's really something else really creates mismatched expectations, and can set an organization up for disappointment.? Be thoughtful about the kind of change you're making, and be transparent with what it is (and the why) that you're trying to accomplish.? Retooling and Reorganizing aren't bad, and can lead to improvements for an organization, but call it what it is... you'll be happier with the results and set the right expectations.

We all win together.

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