Transformation unplugged!

I recently returned from visiting some incredibly amazing places in the world where I was fortunate to see, very up close and personal, the unique but varied transformative effects of time, wind, water and heat.

Each element in the transformation process is necessary and yields differing degrees of influence on the outcome. However, no single element on its own can create the landscapes that I ran or hiked through. In essence, what I saw was the true definition of synergy, which is, "the whole is greater than the sum of the parts".

Since returning to work with my business partner, Tracey Shearer at August Consulting, we have had some very interesting yet thought-provoking discussions with quite a number of leaders within different types of organisations and industries. It seems the themes are the same - they are almost all looking at starting or are already engaged in the process of transforming their businesses. So, right on cue, my metaphorically wired brain kicks in and I begin to contemplate what that actually means and perhaps how it best works using the context of some of these places I have recently been to.

Transformation is an action and it is intended to literally take something, someone or an organisation from one state and convert it into another - presumably much better in some discernible and measurable ways. The connotation here is that some sort of externalities must act upon it and become the catalyst for the change.

Using the beautiful landscapes of Bryce Canyon in Utah helps illustrate my point. The incredible colours, shapes and varieties of the canyons there are formed over time by those elements of wind, water and heat. In an organisation it must work the same way.

To create 'beautiful landscapes' or new organisational outcomes requires hard work - usually over a period of time. Each component part must be included and, generally, there is external help and guidance required so that the best views of the future organisation can be revealed.

My observations in talking with various leaders recently is that sometimes there are unrealistic expectations around resources and time pressures applied to their transformation efforts and programs. To borrow a turn of phrase from Neal A Maxwell, "to rush would have been to crush" the process. In my estimation, if an organisation wants to truly successfully change how it does whatever it does, then it must be strategically prepared for what inherently comes as part of that process.

That is, people must be given sufficient opportunity by their leaders to help shape the vision and direction. There must be mutual alignment of all the affected parts to the change because only this will drive the commitment to the journey - however long that must be. Bear in mind that transformation - while it looks good on the outside, is not easy and is many times an uncomfortable process. But it is worth the effort!

In conclusion, the reality is that transformative change is actually a constant - a sort of continuous improvement. Those that try to stay still will not remain so for long and will either be forced to adapt or be removed from the landscape - harsh as that may sound.

Therefore, it is clearly very important to understand that how we position ourselves, our teams, our leaders and our organsiations to cope with that continual process (however indiscernible it may be at any given moment), is the essence of good strategy.

If you are looking for some insights or an opportunity to discuss your strategy or transformation process in confidence, then feel free to make contact using either a DM here on LinkedIn or email [email protected] to set up some time - wherever you are in the world :)