Our world appears to be moving faster and faster every day. Change is everywhere, in everything and everybody is impacted. The internet has evaporated the concept of physical frontiers, and globalization is a fact of life. Facebook has more inhabitants than China. Where in the past producers of goods and services would teach the customer what was good for them, nowadays it is the customer who is in the driver’s seat.
In this ever faster moving world, change is imperative. In the life cycle of an organization there will be more and more inevitable moments in which the direction of the organization and the way of working need to adapt sharply. This can be in changing from a startup to a scaleup, when the monster of bureaucracy is looming. Either the integration of two organizations after a merge, when safety is at stake. Or a sudden shift in strategy to reconnect to the customers again.
In anyway: the winning teams need to be changed. Pushing harder does not work anymore, and a rupture is needed to bring the organization to the next level. To create these ruptures, transformation programs are launched.
This launching of transformation programs happens in all organizations from time to time, despite the odds of success being low. Very low. Only around 30% of the transformation programs are successful in reaching their objectives. Note: these figures are probably biased since they come from big consulting firms (since it is their business, they may be seen as subjective). On the other hand, such ‘objectives’ are usually mostly financial and undervalue other stakeholders. So the odds are probably lower. And if one looks for sustainable results, the odds will deteriorate even further.
So, where the current approaches have not even been delivering up to now, the change in the environment is simply accelerating the need for successful organizational transformations. If we say that currently three out of four transformations have led to a negative stakeholder experience, and that the pace of change is only accelerating… it would therefore be time to transform the way organizational transformations are handled.
At TransforMotivator we address two of the underlying issues of organizational transformations:
- It cannot be done by external help alone. Given the acceleration of change around us, organizational transformation has in fact become a core organizational activity (like Sales, HR, Finance, Operations), and should therefore be mastered by the organization itself. The know-how of organizational transformation should be made accessible for all organizations, big or small.
- The methodology used should be an intelligent mix of hard (transformation) and soft (motivation). This combination will enable the transformation to be successfully delivered, but also stick afterwards.
The mission of TransforMotivator is therefore to make successful organizational transformation reachable for any organization by developing their know-how to lead their transformation.
This is done via consulting, interim management, transformation program assessment and sharing the methodology developed in "TransforMotivation, leading organizational transformation"