Transformation is Ambidextrous.
Maurice Duffy

Written by Maurice Duffy

As we look at the transformational opportunity, the approach I suggest is holistic, and I often describe my transformational challenge as this;

How do you manage the macro whilst expertly changing the micro—or in my real language, how do I maintain a vehicle speeding forward in the right direction whilst removing and improving the parts? The key question that I am going to try to address is; “How to transform your business successfully whilst growing your company at the same time”.

I build my thinking on what I have learnt from studying and being part of high performance companies as they carry out a redesign of their business. I see these organisations looking to their DNA and how they focus on the genetic architecture of their organisations. I have noted that they always start with an unambiguous definition of an “As Is”, current state across a whole range of dynamic intersecting touch points where the focus is on where they all overlap. They develop a “To Be”, future state and usually go there and look back at the present so they build back from the future rather than build on what they currently have.

This is always coupled with a rigorous GPS that is inclusive of interwoven analytics, performance and health guidance systems to execute the journey. The health aspect of organisational change is a critical component that has been identified as a critical feature of any successful implementation. The best always implement a diagnostic health scan supported by a robust engagement that creates a community which prides itself on the new transformational platform and continuously strives to improve it. They explicitly embrace the paradox between economic value and organisational capability and focus simultaneously on the hard (structures and systems) and the soft (corporate culture). They build an inclusive plan that allows for spontaneity and disruption, with a tendency to experiment and evolve in parts, and implement dramatic change in other parts. They use incentives to reinforce transformation, not to drive it.