Tag Archives: Business Transformation Office

The Transformational CIO

In today’s rapidly changing business environment, there is a mandate for a new breed of Chief Information Officers (CIO) who can bring and support fundamental change to the organization’s technical, political, and cultural systems.  A transformational CIO helps the management team to develop the vision, gathers support and buy-in from stakeholders, and successfully leads the organization through the transformation.

 

https://www.google.ca/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&ved=0ahUKEwjZoMWjnuTKAhWDkXIKHYagAMkQFgg1MAU&url=https%3A%2F%2Fwww.bta-online.com%2Fknowledge%2F360-journal%2Fprevious-issues%2Fjournal-issue-2%2F%3FeID%3Ddam_frontend_push%26docID%3D49&usg=AFQjCNE0TaEWIAv9p12kA7p5wzoJmXewcg&sig2=aVsDTfUd-N0F-4ryyCkQwg&bvm=bv.113370389,d.bGQ

Paradox 4x1,5

Harnessing the Power of Paradox

The very nature of business transformation is a paradox.

A fundamental principle of transformation and part of what makes transformation different than ‘change’ is that the polarization of mindset from current state to transformed state is so dramatic that the two ways of thinking are nearly impossible to consider together.

The Transformational Organization Paradigm uses the naturally occurring paradoxes in thinking, activity, and outcome as a source of forward propulsion for transformative work. At each level of the organization affected by transformative work paradoxes of intention, demand, skillset, goal and purpose exist. Identifying these as transformative work is approached and as they emerge over the course of the initiative is typically untapped success leverage. Leaders, operational staff and program and project team members will often be shocked into immobilization when confronted by paradoxical demands inherent in transformative work, or otherwise may have difficulty navigating the paradoxes and working through them. In doing so they ignore a powerful tool that may be used to move more deftly through ambiguity and uncertainty toward the transformed state.

Transformative paradoxes must be taken in as a whole rather than expressed in piecemeal by individual risk items or issue items or resistance items. And, the greatest forward motion a transformative effort can gain is through constantly encountering and resolving the highest friction point within the paradox.

The Transformational Organization maps the transformation paradoxes across the organizations formal and informal functions, groups, and teams as part of the transformation strategy work. And as each program, project, task force, work package and activity is approached the paradoxes inherent in moving from current state to transformed state are remapped at lower and lower levels.

The identification, mapping and navigation of paradoxes also forms a large part of specific change intelligence capabilities related to turning unacceptable unknowns/uncertainty into acceptable unknowns/uncertainty in the minds of executive, management and staff.

Navigating paradoxes is a skill that requires each leader and team member to confront the opposing directives, thinking, activity, outcome, assumptions, intention, demand, skillset, goal or purpose within the current context and ask questions like : What new truth are realizing at this point? What is real and harness-able at this moment that will move us forward? What can I think and do now that matters?

The image above represents the paradox that is the very nature of business transformation.

lifecycle

Managing the Continuous Transformation Lifecycle

All transformation is change, but not all change is transformative.

With the increased speed of business in the new millennium, a larger pattern of transformation emerges as a discrete lifecycle. Each stage of the lifecycle requires common enterpries-wide techniques for leadership and demands a shift in how the organization generates new knowledge.

The Continuous Transformation Management Framework provides a roadmap for organizations in achieving the capabilities required to evolve through transformative events, in turn enabling optimal agility.

 

Door knob Small

Suitability

Although the principles of the Transformational Organization Paradigm are universal for the most part, certain kinds of organizations benefit most from pursuit of its achievement.

– Organizations whose customers are the general public
– Organizations that perform to and report against a triple bottom line
– Governments, arms-length, or highly regulated organizations
– High-tech, or innovation-oriented organizations
– Consortiums and organizations founded in strategic partnerships

The Primer for the Continuous Transformation Management Framework

Book Cover CTM PrimerGet to know the framework…

The primer for the Continuous Transformation Management Framework and Methodology describes its inner workings and is invaluable to anyone creating a business transformation office or seeking new leverage for transformation initiatives.  Usually distributed with licensed or paid services the Primer is also available in e-reader and PDF formats on Amazon. If you’re not picky about formatting you can get the ‘beta’ version of the Primer here for free. Simply email us and we’ll set you up with access to this book and our other publications.

Download Beta Version for Free - Registered Users Only

  PDF Filesize approximately 9MB.