Wherever your organization is at in terms of developing new-millennium agility, continuous transformation is your ‘new normal’ – It’s not a one-time event, or a phase, and this is a shift in thinking that organizations are now recognizing. In fact, not adapting quickly enough is becoming the number one risk factor in remaining viable in the long term.
Navigating the sea of unknowns associated with transformation renders traditional Industrial Age ‘command and control’ methods ineffective. Future success cannot be predicated on how past success was achieved – that’s the nature of transformation!
In the absence of a comfortable level of certainty, leadership becomes the lever of choice in managing risk and achieving strategic, transformational objectives. Luckily, Transformational Leadership, a cornerstone of the Transformational Organization Framework, is a style of leadership that fits the roadmap where there is no road nature of transformational work. Also, because of the exponential increase in the speed of business change, what was previously considered part of ‘culture’ is now a discernible, manageable lifecycle and an identifiable group of attributes to which solutions can be applied. You can get your hands around it, and affect it more directly.
Framework solutions look at the employee demographics, the degree to which the organization is straddling Industrial Age and Information Age, how leaders lead at all levels, what the capacity, capability and resiliency to change is, and how inclusive the organization is in solving problems and generating/managing new thought. Development services deliver a combination of education and coaching and consultation according to a development strategy that is based on assessments conducted, working with the initiative sponsor. This work may include integration with existing project and portfolio management practices, and change management practices.
Corporations may choose to apply selected aspects of the Transformational Organization Paradigm and Continuous Transformation Framework, and may focus efforts on selected functions – or they may adopt the methodology as an enterprise development program, licensing the use and application of the methodology.
Applied to Transformation Initiatives at Any Level
Individual practices or a set of tailored practices can be applied at the enterprise, strategic initiative, program and project levels. The diagram below shows how the CTM Framework is applied to strategic transformation initiatives and business transformation offices: