Tag Archives: Continuous Transformation Management

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

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.

 

Connect Key

Starting With Leadership

Most clients begin applying the Transformational Organization Framework by developing a depth of leadership skills specific to transformation.

This serves the multiple purposes : suspending the current culture and organization ‘paradigm’ so that transformative initatives have the space to create an island of the transformed state, equipping the organization with the leadership tools and techniques requried to realize the transformation, clearly defining the role of the transformation leader, and preparing sponsors for their role in the transformation.

Because transformation demands an entirely new way of thinking to be successful, Transformational Leadership methods and practices adapted from the work of James McGregor Burns and Bernard M. Bass are implemented according to the specific circumstances, objectives and environment of the client and an assessment of the current transformational leadership capability within the organization.

View & Download the Leadership-Centric Services Diagram to see how it works.

puzzle pieces

Components

Based in 4 years of research in applying the principles of business psychology and human evolution related to organizational thinking, and more than a decade of practical experience in adapting these to promote the success of transforming organizations, the Transformational Organization Paradigm addresses all aspects of the organization:

  • Governance & Strategy
  • Operations
  • Portfolios and Programs

components diagram

The underpinnings of the Transformational Organization Paradigm and its components are:

  • Global best practices in business transformation
  • Global best practices in change management
  • International standards for executive coaching and leadership development
  • New thought in the area of business psychology and organizational design and development
  • New thought in the area of radical change and transformative change triggered by ‘New Millennium’ business environment pressures

The Continuous Transformation Management Framework is a set of practical tools and approaches to improving the organizations ability to transform : more cost effectively, in greater alignment with the transformation vision – the organizations new ‘trajectory’.

The METRIC model is the set of measures that answer the question ‘are we transforming’.

 

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

Save the nature

Truths About Transformation – Part III Are We Transforming Yet?

With the fuller picture of the end transformed state tough to pin down, how does the organization get a bead on whether the efforts made to transform are or are not working? Having ascertained that your work is indeed transformation (the first article in this series), and come to a thumbnail understanding of the depth and nature of your transformation journey (the second article in this series), you are probably hungry for indicators that transformation is in fact taking place.

As the New Millennium Era dawned, most organizations were straddling Industrial Age and Information Age paradigms that have steadily drifted apart over the past 15 years. The irony is that what transformation aims for transcends the Information Age, rather using it as a fulcrum for reshaping the paradigm, culture, etc. to match the New Millennium Age characteristics:

  • Social- and Knowledge-Empowered Consumers
  • Value and Individual Meaning Driven Employees
  • Co-Creation of Products and Services to Meet Needs as They Emerge
  • Everything, All the Time, Along Many Dimensions via Multiple Channels
  • Contribution Valued Above Compensation and ‘Performance’
  • Speed of Adaptation at the Organization, Team and Individual Levels is Mission Critical
  • Processes Favor the Consumer Rather Than the Corporation
  • Cooperative Learning and Personal Fulfillment are Valued Above Material Gain
  • Self-Efficacy of the Consumer and the Employee are the Norm

Well, the great thing about having a set of characteristics of a paradigm to shoot for is that those characteristics can be used to remake the compass that the organization uses to make progress toward its transformation goals.  First, some key points should be kept in mind while transforming:

  1. Create fertile ground for transformation to take root before spending any capital dollars
  2. The most common error is managing transformation as if the organization is a machine – this will burn through money, time, and people in a hurry
  3. You can’t go too far in changing how your people see their work and each other
  4. Shifting from change management to achieving the characteristics of the New Millennium Era paradigm leverages success
  5. Treat the embedded Industrial Age mindset like an addiction
  6. Remember that Industrial Age and Information Age are drifting apart, if your organization is straddling these paradigms, crisis is imminent
  7. Once you land mostly in the Information Age mindset, you still have work to do to get to ‘flux’ New-Millennium Age, continuous transformation mindset
  8. Keep the primary shifts from and to that redefine ‘success’ in your back pocket at all times (the second article in this series)
  9. If it isn’t painful, it’s not transformative; if you’re not breaking down you’re not breaking through

TAKE THE TEST

Are we transforming?

Put a checkmark beside each statement that is true. If you have less than 1 checkmark in each category you are not yet transforming or are transforming slowly.

Breaks with the past…

  • People are highly emotional and things have gotten really ugly from time to time – relationships have completely broken down and/or our ability to deliver/operate has been in serious jeopardy from time to time
  • We affirm the transformative vision as it evolves over the course of the work at all levels and offer multiple interpretations of it according to the business function and audience we are addressing. People are starting to own the Vision and are lending their abilities in new ways to getting the work done
  • We say we don’t know, when we don’t know, and we fully acknowledge the scale and complexity of the work we need to do to transform at every level of the organization and this is reflected in initiative funding

Making leaps of faith into the future…

  • We reward our people for trying to succeed at change/projects even if they fail a few times
  • We don’t let errors in judgement stop us, rather we accept them as a natural consequence of working in an environment of unknowns
  • People are putting aside petty grievances and past ‘failures’ as a habit, turning conflict into a way to generate innovation more often
  • We backslide into command and control, or treating the organization like a machine when creating change, but we recover and get back on track
  • We are able to move faster and faster, not getting bogged down in fear states and ambivalence as often, regardless of the ambiguity and daunting complexity that surrounds our work
  • Although it is uncertain what roles people will have in the transformed state, generally speaking our people see the transformation as an opportunity

Synchronous Ingenuity …

  • Synchronous communication and ingenuity is rewarded and sustained
  • New ideas about how to succeed and previously unheard of ‘intel’ is surfacing from corners of the organization that is new and has valuable context to add to the work
  • Our cultural norm is transparency, interconnectedness, and collaboration
  • We focus on emergent needs rather than relying on historical trends as evidence for investment

Information Age methods are the pole-vault shortening the journey into New Millennium Age Continuous Transformation ‘flux’ end state.  But constant correction will be needed to reinforce the adapted corporate culture, way of working, and ways of relating. This transcends reinforcing behaviours, and takes on more of a doctrine in the same way as Industrial Age methods and mindset did.

water flowing into hands

Truths About Transformation – Part II How Far Is It From Here to Transformed?

 

Transformation demands that the organization get serious about matching how it originates, orients, and conducts business with the nature, qualities and characteristics of the New Millennium Era business paradigm.  To do this it must unlearn some amount what it has learned before attempting to transform. The first article in this series talked about how to tell if your initiative is indeed a transformation, or just a regular change.  This article offers insight into the target/transformation paradigm as the goal you’re working for when you transform.

In short, there is an entirely new ideology that organizations strive for when they transform, although it is difficult to discern and express beyond what people will be doing differently on a task level for most organizations.  I can offer a metaphor for CIOs to keep in their minds and guide their conversations…

Regardless of how much change management business-side leaders employ there is a lingering insistence that this work should create or follow a machine-like pathway for change to occur – that is, business-side leaders approach change as if the organization is a machine or assembly line, and when they begin to realize that it isn’t they bring change management specialists to make it that way.  In fact, most modern organizations are like organisms with many inter-related systems and overarching controls and channels for information flow and direction.

Furthermore, the real depth of complexity of the ‘organism’ organization is only evident when leaders begin to consider making changes. When it comes to transformative change, the magnitude is exponential and this is because the organization is attempting a metamorphosis from an organism of systems to something I and other organizational psychology professionals refer to as ‘flux’ (continuous transformation). Diagrammatically, this concept looks like this…

heirarchy  image006  image007

How most leaders regard     How the organization really is    How the organization will
the organization and              right now.                                      operate in its future state,
approach transformative                                                               which is the whole point of
change.                                                                                              transforming.

The above depiction is not news to most IT leaders. Helping business-side leaders to come to terms with this, is another matter and so I can offer some grounding points for CIOs in their efforts to deal with gaps in understanding and promote a more appropriate way of getting transformative change through.

THE NEW ‘SUCCESS’ MINDSET

Hallmarks of the mindset that is indicative of an organization that is ready to do the work to shift paradigms/lead and manage transformation include:

  1. Knowledge that future success cannot be predicated on the past – at least not for the next 20 years
  2. Understanding that universal, predictable, and very specific qualities and characteristics underpin the transformed state and are the target
  3. Knowing that a tried and true recipe for failure is to approach transformation work as if the organization is a like a machine rather than like an organism
  4. Recognition that Industrial Age paradigms are so deeply embedded that breakdowns and breakthroughs should be pursued and managed as a necessary process of transformation at the organization, team and individual levels
  5. Acceptance that the new paradigm is so foreign that it will take disciplined effort to transform from being like an ‘organism’ that grows and evolves, into a ‘flux’ that is never the same from one day to the next.
  6. Acceptance that in order to save time, money, and the mental, physical, and emotional health of people, preparing the way for transformation work in advance is necessary – and this is accomplished by targeting the paradigm shift in addition to applying classic change management.

So, all of this begs the question ‘How far do we need to go to transform?’.  I.e. ascertaining the depth and nature of the journey can be a big help.  Not only does this thumbnail enable some preparation to be made, it adds a degree of predictability amidst the sea of unknowns that typically accompany transformative change.

TAKE THE TEST

Mark where your organization is at in making the from and to characteristic shifts the cultural and operational norm using the continuums below. Identify low marks as areas that need more preparation before spending capital dollars on transformation. Average the percentages to get a sense of the scale overall scale of work:

FROM                                                                                    TO                                                                      

Work and Effort Application Method :

Separate People, Command     1  .  2  . 3  .  4  .  5         Continuous Connectedness & Collaboration
& Control

Prevailing Leadership :

Reward & Punishment          1  .  2  .  3  .  4  .  5         Inspiration & Individualized Meaning

Information Flow :

Withholding Information = Power          1  .  2  .  3  .  4  .  5         Sharing of Information = Power

Success Measurement :

Weaknesses Against Goals          1  .  2  .  3  .  4  .  5         Contribution of Strengths to Goals

Thought Capital Management :

Compliance & Conformity          1  .  2  .  3  .  4  .  5         Ingenuity & Innovation

Most organizations have made progress on the above through the application of matrix managed structures. To be clear, you are aiming to tip the balance on the shift in mindset and paradigm and not aiming to secure a wholesale shift in every corner of your organization.  Preparatory work to shake loose the Industrial Age thinking and methods should focus on the most steeped/rooted areas of the organization and the most advanced/aligned areas of the organization.

futility against the flow

Truths About Transformation – Part I Is it Really Transformation?

After chipping away to bring out clarity of purpose and a unified effort to transform for years, many organizations are getting little yield for money spent as the clock of a consumer-enabled, agility-driven marketplace ticks faster and faster.

First, it’s important to say that almost no one is doing business transformation well.  Many organizations have looked to IT and the CIO for wisdom on how to innovate and when to duck and weave through the minefield of such radical change. And, the IT folks I know are saying the truths as they see it by…

  • coaching their business peers in how to shift their thinking to ‘innovation’
  • suggesting how to apply best practices and methodologies to speed change,
  • advising their business peers techniques to carve a straighter line from ‘as-is’ to ‘to-be, and
  • making efforts to express what they know about reinventing every 3, 6 and 12 months.

But, despite best efforts, the new enlightenments lose integrity the moment they confront the deeply entrenched Industrial Age mindset that pervades or underpins most organizational culture. Instead, and regardless of how different the transformed state is, business-side leaders are reaching for tactics and techniques they used to succeed in the past and apply these to transformation work only to find that they have painfully reverse effects.

This first of three articles on the ‘truths of transformation’ will offer clarity on how transformation work is different than the kind of change that leaders have been driving over their career.  The second article describes why transformation should not be approached the same way as any other kind of project work, and sheds light on a new way of looking at how to achieve transformation objectives. The third article projects your initiative into the future and offers a line of inquiry that helps you discern whether the organization is or is not transforming as you go along.

I can also say that it’s become increasingly apparent that most leaders, managers, and staff in IT and in other business functions are not entirely clear what ‘transformation’ is even though most can recite the strategic goals and objectives and even the vision of the transformation.  Folks are working away at projects, applying themselves as much as they can but shrug or express frustration when talking about what the point of the work is.

For the record, here is my definition of what point of most transformation is…

Transformation work is conducted to meet the challenge of an emerging New Millennium business environment or ‘era’.  Meeting the new demands requires the organization to depart along a new trajectory which is very different than the direction it had been going to grow and evolve previously. The New Millennium Era is characterised by a humanistic approach in how business adapts to new and greater consumer intelligence and power, the raising of marketplace minimum entry requirements for technology connectedness, and the necessity for compression of complex systems and processes into simple accessibility. This achievement demands a re-balancing of the development of technical aspects and social aspects to achieve optimum internal collaboration and maximum response; a consideration of the organization as system of interacting, mutually dependent parts, and a reliance on synchronous communication among and between those parts. And, a moving forward at all costs along relationships that are genuinely based in intrinsic motivation and intrinsic wisdom, where work is conducted under dispersed transformational leadership and participative management of innovation to realize business objectives.

This definition might not be that helpful, so I have shaped the primary characteristics of transformation in to the test below…

TAKE THE TEST

Transformative change has universal, distinct and predictable characteristics; all transformation is change but not all change is transformation. Put a check mark beside the statements that are true. More than one check mark means the work is a transformation:

  1. The main outcome of the work represents a break with the past and you can see there will be breakdowns and breakthroughs over the course of the work.
  2. The changes are far-reaching in impact, and the scope, scale, and complexity are staggering and comprised mainly of unknowns.
  3. The work is driven by competitiveness and keeping pace/doing more with less, regulatory or sweeping changes that are consumer oriented – i.e. protect the consumer’s time and money.
  4. The changes transcend work automation and leverage the ascendancy of corporate information to intelligence and wisdom.

If your initiative tests negative as transformation, it’s safe to apply the tried and true practices and methods for leading and managing regular change – they will work well.  If your initiative tests positive as transformation then a new and different approach to leading and managing the change is needed – one that unpicks the deeply embedded Industrial Age paradigm to some degree before time and money is spent rather than working to clear these kinds of barriers while you are running the project.

See Article in Government CIO Magazine… LINK

Flux and Transformation Organizational Metaphore

Around 500 BC the Greek philosopher Heraclitus noted that, you can not step into the same river , for other waters are continually flowing on.” ” Everything flows and nothing abides; everything gives way and nothing stays fixed…cool things become warm, the warm grows cool; the moist dries, the parched becomes moist….It is in changing that things find repose.

(Morgan, pg.241)

Gareth Morgan proposed 8 ‘metaphors’ to characterise the current state of organizations in 2006.  Some speculation exists as to whether organizations evolve from one metaphor to another.  The article at this link defines the Flux and Transformation metaphor clearly.

http://lewisorgtheory.pbworks.com/w/page/16682135/Flux%20and%20transformation