A transformation that does not live in the organization is not progressing. If you find it difficult to move forward with your transformation under the pressure of day-to-day operations, maybe your people have not clearly understood the case for change or the vision of the transformation. You need to create momentum.
Don’t worry, you are not alone. Many leaders find that initiating a transformation and mobilizing the efforts required to execute it are two very different things. How can you change the dynamic? We suggest two possible solutions.
As outgoing GE Chairman Jeffrey R. Immelt says, “Make your transformation existential”.
To give your transformation momentum, you need to clarify and share an indisputable diagnosis of the case for change, the “WHY?”. Through your stories, determination and data, show that the status quo is not an option, that being satisfied with the present will lead to a future that no one wants. I can still hear a CEO tell his management committee: “If nothing changes, I foresee a catastrophe within three to five years”. He got their attention.
Do you have a compelling purpose, an inspiring aspiration? One that gives people the urge to be part of something bigger? I’ve seen many organizations call a series of loosely related projects “transformation”. The result? Everyone is overwhelmed by an overload of initiatives, with no vision to give direction to all the commotion.
A shared case for change and an inspiring vision are the basis of a good transformation strategy, providing the direction and focus needed to execute transformation in the midst of the hustle and bustle of day-to-day operations.
Here are some ways to provide direction and focus: