It was one of those defining moments that occasionally punctuate our working lives. The realisation that what had been previously taken as an article of faith was, in fact, the cause of the problem. As this inconvenient truth dawned on the faces of the assembled transformation leaders, there was a perceptible shift of energy. Feelings of release, as well as fear pervaded the hotel conference room in which we were gathered.
We conducted a Q&A interview with Jess Tayel, Global Business and Digital Transformation Coach and Mentor, about business transformation, where it should sit within an organisation and the importance of value-add business transformation to an organisation. If you missed Part 1 and Part 2 you can view it here.
Business transformation is a challenging endeavour, we all know that. If it isn’t, then you’re probably not transforming. Engaging people early on and setting expectations is really important, as I once said out of a bit of desperation, ‘the transformation fairy isn’t going to just turn up and magic this all into place you know’
I recently recorded a podcast about all things Business Transformation. We talked about the difference between Agile and Waterfall, Scrum and Prince 2, Leadership and Management. It was a whistle-stop tour of my thoughts and reflections on change and transformation. One of the central concepts I offered was that Digital Transformation is first and foremost about people, not just technology.
Last week I asked I shared:
"Change is natural and in nature all living entities change or transform naturally without resisting or questioning. Life happens, and what happens is something called change. Some changes are the result of biology and the passage of time, within the natural cycle or order of things. Nature can change all by herself without the hand of man. If change is a natural event why is change so difficult for humans?"
During a recent HR Audit, whilst in the kitchen making a tea, I observed a conversation between two people who were talking about their team meeting whilst making their drinks and one left a spoon in the sink instead of putting it in the dishwasher. No big deal you might say.
The person to have left the spoon was asked by the other 'are you not going to put that in the dishwasher?' to which they replied 'no leave it, someone else will do it'. They both shrugged and left the kitchen.
We conducted a Q&A interview with Jess Tayel, Global Business and Digital Transformation Coach and Mentor, about business transformation, where it should sit within an organisation and the importance of value-add business transformation to an organisation. If you missed Part 1, you can view it here.
Business transformation projects tend to fail, so how can a clear strategy and a set direction affect this?
“Transformation” is the buzzword of the day. Agile Transformation. Digital Transformation. HR Transformation. But what does “Transformation” really mean?
In today's current environment, uncertainty is the only thing that is certain for us and we have no road map of how to deal with it...
So how can businesses and people survive this dramatic time of uncertainty, change and upheaval?
I recently went along to a Round Table event for Transformation Executives hosted by Annapurna Change. There were about 20 of us discussing the inevitability or otherwise of Transformation Programmes losing momentum.
As the conversation around the table developed, it became apparent that we had very different views of what we meant by ‘Transformational Change’. According to the wiki dictionary a Transformation is ‘a marked change in appearance or character, especially one for the better’. Well, fine, but surely this could describe any large change programme.