Transforming organizations and building cultures of continuous improvement is difficult. Most change efforts are lead by what's broke and how do we fix it. The ability to drive transformational change—such as going from good to great performance or cutting costs—is a key source of competitive advantage.Transformational change gets delivered by managing both performance and organizational
- Soft factors: culture, leadership, and motivation.
- Hard factors: Ability to align, execute, and renew itself faster than the competition.
- Shift behavior to shape organizational culture. Organizations move beyond structures, processes, and systems to address individual and collective behavior—including culture, mind-sets and capabilities, and team and group dynamics.
- Communicate vision and walk the talk in order to make change efforts succeed (top-down transformation efforts): write down Motivations and Priorities.
- Overcoming internal restraints: build skills, shift mind-sets, develop leaders, and manage talent to ensure a successful and sustainable change in behaviors.
Typically 70-75% of any Change can fail the first time. Rasons why are:
- Attitude vs Behavior - Talking the talk vs. walking the walk: a few try to convince many that change is needed
- Agreement vs. Alignment - Everyone needs to agree vs. everyone knowing the vision and marching towards it.
- Disruption vs. Part of Work - Not my job" or "This won't last" vs. "This is part of my daily work". Change is perceived as a disruption of "Real Work". Change occurs sequentially which equals process loss)
- Compliance vs. Commitment - Having everyone just hit their numbers vs. Having teams co-create goals and achieving them. Partial responsibility mindset, pace of change is too slow
