As leaders, we are always trying to get better. The same goes for the organizations that we lead. In many cases, improvement can happen over time, and we can evolve as an organization. However, in some cases it takes more than evolving to make the change that we desire; it takes an organizational transformation. Transforming an organization can be a rather large endeavor. It requires energy and commitment by leaders to show the way.
To transform an organization, we first need to establish that “burning platform” for change, the “why”. Change is hard and creating a sense of urgency (i.e., we are falling behind our competitors, customer needs are changing, we can be replaced by technology, etc.) is critical to getting buy-in from your team.
Strong leadership that is committed to the transformation is also vital. Showing that you are serious, and this is not management’s “shiny new idea” will give credibility to the transformation. Creating a strong vision, and communicating that vision, inspires when igniting organizational change. Getting your team motivated in the same direction, and understanding of where we are going, creates energy and excitement.
As a leader, you cannot transform the organization on your own. We need to empower the team to act on the vision and feel a sense of ownership. Although there will be setbacks along the way, by creating and celebrating short term wins you create momentum which is key to giving hope that this change can actually happen.
Transforming an organization can be done. I have personally witnessed a necessary and successful organizational transformation when I had recently joined a new team. As part of my initial assessment, I immediately recognized that there were signs that our customers were frustrated, and workarounds were happening to avoid interfacing with our organization. Although not readily apparent to the team, it centered around the value proposition that the organization was providing. Our role in the organization was necessary, we were viewed by our customers as a roadblock, an impediment to efficiency. In contrast, our team felt disrespected and unable to reach their potential.
A key part of establishing a “burning platform” centered around honest self-reflection. We recognized that to be respected in the organization we needed to provide value and not be a “necessary evil”. If things were going to change, it had to start with us. We found that it was imperative that we streamline our processes and provide solutions to real problems. There were indications that our quality standards had slipped, and we needed to increase our efficiency.We needed to bring in more talent with the right skill sets, certifications, and culture fit. With time, things started to change. Attitudes towards our work, both internally and externally, began to improve. Our customers started to come to us as “part of the solution” versus not including us in decisions. Ultimately, with improved performance and a changed mindset on how we operated best with our customers, more work and resources came our way. In the end, by creating a vision of providing more value, getting buy-in from the team and committing to change, we transformed the way we did our work and gained the respect and recognition that we so desired.
While transforming an organization can be a daunting task, with a strong vision, an aligned team and perseverance, we can all be the organization that we want to be. Don’t let up! Change is hard and, with any transformation, you will have cynics. Reacting to the unexpected and adjusting your plans is crucial as you make progress to your end vision. Lastly, make it stick. Sustainable change is challenging and reinforcing the “new way of doing business” is important for long term success.
Need direction inspiring change within your organization? Contact Kimon@wearecompass.com
