In our experience it is rare if Chief Executives don't launch at least one major organisational change or transformational programme during their tenure—whether it’s to catch up with other companies, recover from a crisis, optimise business performance, get the best from an acquisition or a merger, or maybe just to stay on top. The majority speak in radical terms but apply incremental change to achieve incremental improvement.
In today's rapidly changing & complex business environment, incremental improvement is seldom enough. We need to constantly be thinking ahead and shaping our businesses, resources and products to be faster, leaner, more agile and adaptable in way that is disruptive to the market and/or can absorb market disruption. We need to see the need for change, have resources that embrace change, have engagement on where we want to be and how we get there. Although re-engineering can deliver radical designs, it does not necessarily promise a revolutionary approach to change. Most organisations need a revolutionary change process that will create an irreversible discontinuity in the experience of a system, bringing with it a transformation in the processes, capabilities, energy, mindset, and outputs of the system. “Transformation” captures the key DNA changes necessary and can help guide us into the future we are so desperate to see. The success of a business is not about its ability to change but about its ability to sense disruption and to change faster and smarter than its competitors and customers.
