Transformation vs Change...

What's the difference and does it matter?

Understanding the difference is essential for achieving the correct outcome.

Change generally refers to the implementation of an improvement initiative or set of improvement initiatives, to improve how a business function or functions operate and perform. Change initiatives should be clear and well-defined, and are typically focused on process, policy & protocol changes to achieve a particular improvement goal such as efficiency for productivity within a specific business function.

For example, your organisation wants to improve customer experience relating to enquiries and complaints, and after some careful analysis and discussion, decides to implement a new customer management software that enables colleagues to address customer queries in a more effective and timely manner. This kind of improvement would fall into the "Change" category.

Transformation, however, is a larger concept. If change is about improving process and protocol, transformation is about shifting the entire organisational axis, including culture and performance, and can even include a revision of functions and structure. The definition of business transformation is much more complex and requires a shift in mindset and beliefs of its entire workforce.

This can be the most challenging part for senior executives and leaders to grasp, and this group can be the most resistant to transformation, as they have become accustomed and comfortable with the known rigidity and controlled environment.?

Transformation can take place in any area of life, it's about reinvention. It's a process of understanding the current state, having a clear vision of the desirable state and reinventing the way an organisation does business.

In summary, Transformation is about changing the DNA of an organisation and making the shift to an entirely new business model, whereas change is concrete and defined, with a more confined effort to improving specific functions within the business.

The impact of transformation vs change

Both change and transformation can profoundly impact an organisation, but how they affect the organisation vs the impact it can have on teams and individuals can be very different.

When a company moves forward with a change management strategy, changes will be straightforward to identify as they happen. For example, if the company wants to improve an internal process and rolls out new software to initiate the change, the impact will be immediately apparent to colleagues that the change has been implemented, a structured roll out that includes communication, engagement and training typically provides effective results.

The impact associated with transformation, however, can be more difficult to define, as the organisation and its people, embark on a journey together, the vision must be made clear and must be attainable. There will be many moving parts to facilitate the shift, some strategic, some tactical, and colleagues may not be aware of everything that’s happening as it's happening, which is why effective and early communication & engagement is essential for success.?It's not until the transformation is well underway that the real impact can understood and defined.

Hints and tips for successful change or transformation

Whether your organisation is going through a set of well-defined changes, or embarking on a n ambitious and comprehensive transformation, there are steps you can take to successfully navigate each:

Be Clear.

Whether it’s change or transformation, a clear vision and goal is essential for colleagues to understand and embrace the journey they will be taking. It’s a bit of a cliché but so many organisations get it wrong! ‘Communication is key’, this cannot be stressed enough, people need to be kept informed, but to what level, is determined by their role within the project. An effective schedule of communication and engagement is essential.

Be patient.

Inevitably, there will be resistance at first and sometimes throughout… Identify your advocates and early adopters to help influence the key and positive messaging to others. Some colleagues will struggle with change and may try to hold on to the way things are/were, these individuals may just need further support and reassurance. Consider providing lifelines like mental health and wellbeing workshops, a buddy system or chat forum to help colleagues be flexible and more open to the idea of positive change.

Take advantage of learning opportunities.

As things progress, there will be a lot of learning for all involved, change, and specifically transformation journeys provide an opportunity to improve standards, build in excellence and introduce new ways of working. Ask yourself what excellence looks like, are we there yet? And if the answer is no, how do we get there?

Professional development, training/education and accreditation opportunities can be related to any change or transformation project. If you have an L&D function, get them involved early to carry out a gap analysis. Change leadership is a great way to equip leaders, managers and senior colleagues with the skills and knowledge to drive the transformation, working together to achieve a collective goal.

Encourage questions.

If it’s not clear what the change/transformation means for colleagues and their future, this can cause animosity and breed fear, resulting in increased absence and/or resignations. Fear of the unknown can bring out the worst in some people as they focus on the negatives, provide a regular platform where colleagues can ask questions, if they are not comfortable discussing with their manager, could they talk to a change champion? ?You must provide reassurance and insight into how any changes or transformation initiatives could impact roles and responsibilities to alleviate fear of the unknown as much as possible.

Now that you understand the differences between transformation and change, you can better assess the needs and wants of your organisation, and whether there is a need for transformation or minor change, you have the insight to navigate both.