Transform or die

The mark of a first rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function." - F Scott Fitzgerald

Transformation management will, in my opinion, be one of the critical success factors as we move into the new millennium.

Businesses everywhere are creating tomorrow`s organisations (and people themselves have to re-create themselves to be relevant in tomorrow`s world). These challenges for change go far beyond the requirements of managing and developing traditional companies. In many ways it is also much more difficult than starting something from scratch. Existing structures are much more resistant to change, and the challenge is usually maintaining both the performance of the existing structure or skills and moving to the new.

Transformation is not a random or chance occurrence. It is based on a strong strategic imperative, a plan and a multi-disciplinary team committed to executing change. In thinking about transformation management I have concentrated on examining the transformations required in information technology. Everything from the dramatic changes in business that are driving the need for change, to the skills that are appropriate to new technologies, to the technology and platform changes that will be required to execute the new business systems. Furthermore, transformation is not a single event but a series of steps in a process.

The energy for a transformation is in the belief of the participants that this will lead to a better future. This is particularly true for individuals but also for organisations. Each participant needs to see and believe the context and benefits, both organisationally and personally, that will flow from the transformation process. This requires the passion and vision of champions. They require passion and insight in grasping the possibilities of where we are moving to and need the ability to communicate and motivate others. The issues are usually radical and sensitive. The point of departure has to be openness and trust.

There are some useful building blocks (includes ideas based on the Wheelwright Clarke model) that can be used in constructing the transformation process. The first building block is the research stage. In a carefully thought-out programme the element of co-creation can be applied. It simply means communication. As we consider ideas and alternatives, they are discussed and challenged. This process allows individuals to be part of the process. Consider this even in the context of individual skills transformation. This is the part of the process where the alternatives are researched and considered.

The next building block would be that of "piloting" with the most likely of the ideas. This allows the team to assess some of the ideas in a practical environment. To establish some key skills, experiment and learn. This stage will take strong advantage of the knowledge and experience of the leaders of the process and allow the broader team to benefit from this aspect. It also allows something practical to be created which can be moved to the next phase where it is applied more broadly in the establishment phase and finally handed over into the steady state.

The key here is the interaction and feedback loops between the various stages. Continuous assessment, learning and communication are vital. The focal point being that not everything that needs to be known is known at the outset. Although we start with a design, it will be affected by the dynamics of the participating organisation, team and individuals.

In conceptualising the process of transformation it is absolutely essential that we acknowledge the complexity and sensitivity of the challenge. This includes changing of structure, people, skills, technology, procedure, philosophy of operation, culture, etc. Some of the success depends on the power that can be unleashed in inter-disciplinary teams. The programmes will require strategy, marketing, technology, human resources, etc.

It is not only that these teams have to co-operate but that the boundaries of each are extended. We are talking about changing everything. What people do, who does it, how they do it, where they do it, etc. This will impact people at a personal and emotional level, on the work methods that are adopted, on the organisation, on roles, in fact on everything.

There is also the question of language, by which I mean semantics. Transformation will often bring together individuals and organisations who have not worked together before. Although we all believe that we speak the same language, an awful amount of conflict and misunderstanding is created through not attaching the same meaning to the words that we use. I believe that we need to make a deliberate effort to deal with the semantics.

In conclusion, I have tried to highlight some of the issues and elements of managing transformation. We are talking about changing a complex system that will result in an integral reaction where one point of change will have an effect throughout the system. It is like a finely tuned ecological system; one has to be careful of changing just one thing without understanding the effect this will have on everything around it.

However, there is one certainty - transformation will be key to success as we move into the new millennium. We are dealing with transition management as a core competency in our organisation.