Transforming an organisation is a familiar concept…at least intellectually and one often on the agenda of Boards and Exec Teams. There are any number of areas that arise as candidates…culture, governance, technology, processes, efficiency, profitability. The list goes on.
For the most part, the focus will be on the symptoms and the approach will tend toward the transactional, putting in place initiatives without thinking through the interdependent factors for success. Sometimes these may be considered but become sidelined by other ‘priorities ‘.
The reality is that if transformation is needed it requires a substantial level of corporate will alongside sustained, coordinated effort and focus. Very often we are talking about years, during which a 360-degree, panoramic perspective of the organisation needs to be established and maintained.
In a world where short termism prevails, and instant gratification or results are demanded, the pathway of transformation is unlikely to be a successful one.
Let’s consider this on a more personal level. When we decide to change a habit, one which has been a companion for countless years, our psyche knows, even if we try to kid ourselves otherwise, that self leadership, discipline, vigilance, creativity and resilience are but a few of the qualities needed to effect the change.
Why then do we not afford the same consideration to organisational change? For sure it’s more complex, with many more moving parts and stakeholders and this can create barriers. At the same time, the resources are also greater, such as diversity of thinking, group power and drive, collective leadership impacts.
To mobilise the strengths that exist to support organisation transformation takes clarity of thinking, an ability to set clear objectives and prioritise. It also needs a willingness to stay the distance. Leaders who align and connect the dots day in, day out, consistency of messaging and follow through when there is deviation, or unforeseen factors emerge requiring recalibration.
One of the primary responsibilities of leadership is a focus on the future and the vision and passion to realise a better future for all. For transformation to succeed, leaders must ask themselves why it’s needed, what is it serving and what level of real commitment lies behind it.
Creating change in forms – (trans-form) in a way that engages everyone, enables everyone and creates new DNA, calls on leadership at the highest level. Transactional leadership can never achieve what is being sought. Getting on board for the long term is fundamental.