About many things.
And we often discover the common themes across disparate topics.
What defines a successful transformation?
It is common for transformation experts to belong to one of two camps: the die-hard methodologist or the softer approach of the "we-need-to-take-all-people-with-us-on-the journey" enthusiasts. We think this is astonishing. At this point it should be very clear that only the integrated approach of combining sound methodology with managing human realities enables sustainable and successful change. In the end there is a person be-
hind each process and every balance sheet – an individual with his or her own goals, expectations and views on life. For a business and its people to successfully transform there must be an easily communicated strategy and a willingness to embrace change. The design and implementation of such a strategy for system-wide organizational change must be holistic and people-centred.
What are the challenging changes today and tomorrow?
Today’s greatest challenge is successfully enacting business transformation which meets the new digital order head on. Businesses most at risk of losing forward momentum are those that have achieved their greatest successes in the "old economy" – with highly developed skills, strengths, and personnel geared to the pre-digital marketplace of the recent past. New technological trends, and movements across industries and value chains not only disrupt the status quo, but
have the potential to totally supersede and replace tried and true business practices. Digital competitors are able to quickly appear from outside the traditional confines of a particular industry, bringing market dislocation in an instant. A recent example has been the disruption (and potential demise) of the traditional watch-making industry by fiercely competitive computer giants like Apple.
Why do we face repeated problems in complex environments despite using proven management processes?
The nature of complexity is that the behaviours of the entire system are not entirely predictable. Whereas the nature of processes is that they are able to be used to describe repetitive and predictable procedures. To define an efficient process, it is necessary to know the outcome of that process. Thus, you need to know both the procedure and the result when defining a process. This is why complex environments need more than simply a management process.
They need management structures that, in addition to process, take into account management personalities and other “soft” factors. Without a comprehensive management strategy, the decisiveness and effectiveness of management often falters when faced with a highly complex transformational challenge - sometimes well-intentioned management efforts can produce even more problems than they seek to solve.