True transformation is metamorphosis in harmony
According to recent research in Europe, large and mid-sized organisations undergo “transformations” every two to three years now, and take about 18 months to achieve them. Most of these are not true transformations, just large-scale change focussed on reducing costs, realising efficiencies and re-organising structures. True transformation is quite different and could be more widely understood.
Transformation starts with recognition that the current paradigm is no longer adequate for the realities to be faced in the future.
It takes a great deal of courage to question the whole paradigm of your large-scale operation. What is required is a great deal of self-confidence to do the soft work, which is dialogue, collaboration and inclusivity to open up to enough “stuff” from outside and from within, as well as new analysis to look at the data in new ways, in order to question the current models constructively.
This needs to be done with skill in order to have people feeling at their best to generate fresh ideas for operating frameworks and meaningfully change the paradigm.
I say “stuff”, because it is not just traditional information that is required but also humanity, feelings, the generational shifts in motivation, cultural direction and movements and values trends behind the emerging trends in global markets that matter.
It seems that less than 25% of current senior leaders might have what it takes right now. I'm not saying that they are not extremely clever, but just that they have not fully explored and allowed their the thinking and acting capacity in that way. Yet. What is demanded of this moment in time, the new capability required can be developed.
We, the human race, hovering on the brink of extinction, it would seem, should perhaps become more interested in these distinctions and more alert to the arena of paradigm shifts. I don't see enough humans asking "which of the potential routes into the future that I can conceive of will help us rebel against extinction?". the questions being asked are "How will I generate more revenue today". Which is also an important question, just not the most important one.
And those that are asking the bigger questions have often left leadership roles in large organisations where their ability to work with the difficult questions and develop in this way was accidentally or intentionally stifled and quashed.
Are you willing to develop to think smarter about change?
To enter a creative, generative space, to allow the new paradigm to emerge from collaborative thought is complex and sometimes messy work. You hold in play several potential directions of travel while each is evaluated through different time frames and perspectives, seeking for sustainable outcomes and equally to avoid unintended consequences. You work in direct contact with many more different groups and individuals than you would otherwise and care about those relationships and invest yourself in them. This work takes a great deal of energy, but is also strangely replenishing.
Turning from thinking about leaders to other people working in the system: many organisational change initiatives happen to them, as a dehumanising process inducing much pain and yielding survival mindset. This is not intentional, yet it surely stifles collaboration, initiative and creativity, just when they are needed most.
Contrast that with the enlivening work of being fully involved in creating a whole new direction and narrative. Of being in an organisation that encompasses and encourages thinking about the longest term future and works toward generating a vision that matters with you. Led well, transformation can naturally encourage an uplift in morale, teamworking and openness to personal growth, which enhances creativity and performance.
Begin with self-trust and curiosity.
Learning to lead real transformation, be ready to deal with the intangible start, where you don’t have a plan or know what the paradigm is that you must shift to. Be willing to embrace changing yourself, what you care about, what is meaningful and how you are willing to work. Your development will be unique, and it is likely build your inquiry, reflection and deep listening skills, and your capacity for allowing others more agency in the transformation process. This vertical development and capacity building helps you understand and build confident ways to inspire trust in others as you work in the ambiguous growth space.
For leaders who succeed at the inner growth required, the dawn of a new paradigm awaits, where people lead inspired lives through the meaning in their work toward a sustainable future.
Three questions to reflect further:
Is transformation always better than more simple forms of change for an organisation?
What criteria would you use to decide success by for a true transformation of your organisation and where would these be best defined?
How do you know when full transformation is required and when to begin?