T50-Transformation Playbook v2

THE
TRANSFORMATION
PLAYBOOK
INSIGHTS, WISDOM AND BEST PRACTICES
TO MAKE TRANSFORMATION REALITY
THE VERY BEST THINKING AND INSIGHTS

IN THE FIELD OF STRATEGY AND BEYOND
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THE TRANSFORMATION PLAYBOOK
Insights, wisdom, and best practices to make transformation reality
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BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 1

‘If you want truly to
understand something,
try to change it.’
KURT LEWIN
2
Contents
6 Preface
Ricardo Viana Vargas
8 Foreword
Sunil Prashara
10 The human side of digital transformation
Behnam Tabrizi, Ed Lam, Kirk Girard & Vernon Irvin
16 The fundamental problem with transformation
implementation
Roger L. Martin
21 A purpose-driven transformation
Murat Bicak
26 The digital transformer’s dilemma: how to sustain success
in the core while building a new digital business
Karolin Frankenberger, Hannah Mayer, Andreas Reiter & Markus
Schmidt
33 The new era of change management
Reinhard Messenboeck, Grant McCabe, Perry Keenan, Jeanne
Kwong Bickford & Michelle Stohlmeyer Russell
40 Preemptive transformation: fix it before it breaks
Martin Reeves, Lars Faeste, Fabien Hassan, Harshal Parikh & Kevin
Whitaker
48 Schein on change
Georgina Peters
52 Using crisis as a catalyst for transformation
Edivandro Carlos Conforto, Ricardo Viana Vargas & Tahirou Assane
Oumarou
60 Four transformation traps and how to avoid them
Claudio Garcia, Kaihan Krippendorff, Zachary Ness, et al
67 Transformation in the 21st Century: how not to implement
change initiatives
Alexandra Levit
3
72 A roadmap for creating digitally-enabled organizations
Fabrizio Salvador
78 Fear: The big inhibitor of innovation and transformation
Edward D. Hess & Donna Murdoch
83 To out-transform your competition, activate internal
entrepreneurs
Kaihan Krippendorff
91 An unlikely case of successful digital transformation
Thales Teixeira, Leandro Guissoni & Frederico Trajano
99 Kotter on change
Des Dearlove
107 From transformation insanity to enterprise instancy:
catalyzing an adaptive leadership system
Tony O’Driscoll
117 The role and functions for transformation
David Kallás, Carlos Afonso Caldeira & Fabiana Cherubim Bortoleto
125 Transforming culture
Peter Bregman
129 The I.AM framework
Deborah Rowland
135 The A to Z of transformation
Andy Vesey
141 The discipline of change
Susie Kennedy & Andrew Bray
149 The human side of transformation
Tendayi Viki
155 Kanter on change
Stuart Crainer
164 Opening up to transform
Christian Stadler
169 The transformation: how Michelin redefined the twenty-
first century industrial corporation
Isaac Getz
175 Sensemaking and interpretation in transformation
Alf Rehn
180 Resilient transformations
Verena Stingl, Morten Wied & Josef Oehmen
4
THE TRANSFORMATION PLAYBOOK / CONTENTS
186 Digital transformation: make people first!

Paul Dinsmore
193 Digital execution: what it takes to succeed
Robin Speculand
198 Are you ready?
Rita Trehan
204 Can caterpillars fly?
Sharon Olivier & Frederick Holscher
209 Making sense of the transforming power of AI
Mark Esposito & Terence Tse
215 What can the survivors teach us?
Tiffani Bova

Preface
T he Transformation Playbook is the third in a series of books the Brightline

Initiative has produced in partnership with Thinkers50. As with the first two
books – Strategy@Work and The CSO Playbook – we have gathered together
insights from an array of practitioners and thinkers. They are a truly global and
inspirational mix.
The aim of The Transformation Playbook is to ignite debate and thinking.
Gone are the days (if they ever truly existed) when there was one single best
answer to a business challenge. Now, there are a profusion of different
approaches, tools and techniques. Ideas abound. And, reassuringly, so too does
inspirational practice. Among the great transformation journeys recounted in the
book are those of Michelin, Li & Fung, CenturyLink and the Department of
Planning and Development in California’s Santa Clara County.
The linking theme to these stories and the ideas that fill the following pages
is simple: people.
Our work at the Brightline Initiative has looked at strategy execution and the
barriers that frequently prevent great strategies becoming brilliant reality. The
biggest barriers are human. The human side of transformation is a recurring
theme throughout The Transformation Playbook. One way or another, the
purpose of transformation must be to enhance people’s lives. To make this
reality demands that people are galvanized into dynamic action. Transformation
is not a neat theory, but a human imperative in our fast-changing times.
Transformation has never been more important and the human side of
transformation is now, at long last, being fully appreciated.
We hope that The Transformation Playbook will challenge your own ideas
about what it takes to transform organizations. And, we also hope that it provides
useful and practical suggestions as to what to do when you start on your own
transformation journey.
Start now!
Ricardo Viana Vargas

Executive Director, The Brightline Initiative
6
‘We cannot become what
we need to be by
remaining what we are.’
MAX DE PREE

SUNIL PRASHARA
Foreword
I n today’s digital economy, the greatest rewards flow to those with the greatest
capacity for change.
Organizations around the world are grappling with unprecedented upheaval,
driven by profound and fast-moving shifts in disruptive technology, demographics,
and customer expectations.
Empowered like never before with data-rich information at their fingertips,
customers demand the highest quality services and products or they will quickly
turn elsewhere, compelling every executive and leader to stretch their thinking in
developing new solutions. Innovation and technological advancements are
moving so quickly today that you may develop a new, differentiated way of
delivering value, only for a competitor to come up with something as good (or
better) within only a few weeks or months!
The only way to maintain pace in this environment is to embrace a culture of
almost continuous change, in which transformation is seen not as a singular
event, but as an ongoing journey.
Every executive today will attest to the importance of cultivating effective
transformation; many struggle to actually implement it. The Project Management
Institute and Forbes Insights conducted research in 2018, which found that
nearly 80 percent of organizations had undergone a significant transformation
effort over the past year that leveraged some type of disruptive technology.
However, only about 25 percent of those initiatives have yielded tangible benefits
realized against their original goals.
Clearly, many executives are struggling when it comes to navigating the
complex journey of change given the complexity and fast-moving nature of
today’s technological landscape. So, what can be done to drive more successful
transformation?
That’s what this book is all about. Inside you will find insights from experts,
distinguished thought leaders, and change makers from a wide variety of
industries around the globe.
You’ll gain insights on how organizations can more effectively capture the
value of emerging technologies, from 5G to blockchain and artificial intelligence.
8
SUNIL PRASHARA / FOREWORD
You will take away a greater understanding of how to effectively harness the
talents of your entire team throughout every single stage of a transformation;
even in the age of technology, change still succeeds or fails because of people.
In my experience, leading large-scale change efforts throughout my career, full
transparency is critical in carrying out effective transformation. I have learned
first-hand the power of having people involved in the change journey from the
very beginning through to the very end, and that requires communicating a clear
vision of where you are heading together.
A common theme that runs through virtually every successful transformation
is the importance of projects and leveraging proven project management
practices to deliver value. Yet in the traditional workplace that many of us have
grown accustomed to, work is largely organized around jobs defined by bulleted
lists of static responsibilities. But the world is simply moving too fast to operate
under this paradigm; rather than carrying out the same work each day, many
professionals are increasingly called upon to tackle new challenges and embrace
new approaches on a continual basis. We are far more likely to see a future in
which more workplaces are organized around portfolios of projects, raising
demand for talent who offer effective project skills and devote themselves to
continually growing their abilities for the digital era.
Read on to learn more about some of the incredible projects driving change
at leading organizations – and what you can do to strengthen your next large-
scale transformation effort.
Sunil Prashara
President & CEO of the Project Management Institute

BEHNAM TABRIZI, ED LAM, KIRK GIRARD & VERNON IRVIN
The human side of digital

transformation
D igital transformation (DT) – the application of digital capabilities to
organizations – promises to enhance efficiency, increase customer
satisfaction, and uncover opportunities for growth. From big data, AI, blockchain
technology, to the Cloud, many hail DT as the panacea to all organizational
problems. Yet, 70 percent of all DT initiatives do not reach their goals. Of the
$1.3 trillion that was spent on DT in 2018, $900 billion potentially went to
waste. So, why do some DT efforts succeed and others fail?
Our experience in very different contexts suggests that, fundamentally, most
digital technologies provide possibilities for efficiency gains through increasing the
scale or pace of existing organizational practices. But if people lack the right mindset
to change and the current practices are flawed, DT will magnify those flaws and
amplify their debilitating impact on the organization. To make digital transformation
work for your organization, here are five key lessons that have helped us.
Lesson 1: Give the authorship to insiders

Organizations that seek transformations (digital and otherwise) frequently
bring in an army of outside consultants who tend to apply one-size-fits-all
solutions in the name of “best practices.” Our approach to transforming our
respective organizations relies on insiders: staff who have intimate knowledge
about what works and what doesn’t in their daily operations. We involved a
significant portion of staff members throughout the transformation process, from
pre-transformation planning to implementation.
At Li & Fung, over 500 members of cross-functional teams were formed to
remake the finance department from one that served as a back office to one that
serves as a co-pilot to drive business performance through insights and analytics. At
CenturyLink, 60 percent of the organization partook in the transformation process.
At the Department of Planning and Development of California’s Santa Clara
County, staff insight fundamentally changed the course of the department’s
transition to e-government. Initially, external consultants recommended workflows
based on work they themselves had done for other jurisdictions, which tended to
take a decentralized approach toward permit approval. Yet, based on staff
10
BEHNAM TABRIZI, ED LAM, KIRK GIRARD & VERNON IRVIN / THE HUMAN SIDE OF DIGITAL TRANSFORMATION
interactions with customers in Santa Clara County, they understood that

customers far prefer a unified process. Therefore, Kirk Girard and his team
redesigned the workflow and heavily adapted tools, processes, diagrams, and
key elements of the core software originally prescribed by external consultants to
fit the new process. Often, new technologies fail to improve organizational
productivity not because of fundamental flaws in the technology but because of
a lack of intimate insider knowledge.
Lesson 2: Let a three to five-year vision guide the transformation

Leaders who aim to enhance organizational performance through the use of
digital technologies often approach consultants with the goal of implementing a
specific kind of tool. “Our organization needs a machine learning strategy,” they
state. But digital transformation should not be guided by the tool. Instead, the
broader business strategy should drive the digital transformation.
At Li & Fung, leaders recognized that the ways in which businesses and
consumers interact have fundamentally changed. The marketplace is no longer
made up of bricks-and-mortar stores only, but also apps on mobile devices.
Therefore, Li & Fung devised a three-year vision to reorient the company so it
would thrive in this new business landscape.
This vision is driven by three goals: speed, innovation, and digitalization. This
means that Li & Fung implements digital tools that will allow the company to
reduce production lead times, increase speed-to-market, and upgrade its global
supply chain to one that can provide synchronized data from end to end. After
these concrete goals are established the company decides on which digital tools
to implement. Just to take speed-to-market as an example, Li & Fung has embraced
virtual design technology so now the time from design to sample has been reduced
by 50 percent.
Li & Fung also helped suppliers to install real-time data tracking management
systems to increase production efficiency. Moreover, it built Total Sourcing, a digital
platform that integrates information from customers and vendors. The finance
department at Li & Fung also embraced the same vision to focus on speed and
data synchronization with redesigned workflows, reorganized teams, and revamped
digital applications. Ed Lam and his team redesigned all key processes with a new
data structure to allow business partners to have instant access to relevant financial
data via dashboards. There is no single technology that will deliver “speed” or
“digitalization” as such. It is the combination of multiple tools, and the best
combination for a given organization will vary from one vision to another.

Lesson 3: Design customer experience from the outside in
If the goal of DT is to improve customer satisfaction and intimacy, then any
effort must be preceded by a diagnostic phase with in-depth input from
customers. From the outset of the transformation process, the staff of Santa
Clara County’s Department of Planning and Development carried out over 90
individual interviews with customers in which they asked each customer to
describe the department’s strengths and weaknesses in their own words.
Furthermore, the department held focus groups during which it asked various
stakeholders – including agents, developers, builders, agriculturalists, and
crucial local institutions like Stanford University – to identify their needs, establish
their priorities, and grade the department’s performance. The department then
designed its digital transformation based on this input. To respond to customer
requests for greater transparency about the permit approval process, the
department broke down the process into phases and altered the customer portal
so customers can now track the progress of their applications as they move from
one phase to the next. To shorten processing time, the department configured
staff software so that it would automatically identify stalled applications. To
enable personalized help, the department gave Permit Center staff dashboard
control of the permit workflow.
Digital tools can absolutely enhance customer satisfaction, but the solution
does not lie in one single piece of software. Depending on customer needs, it
might require changes in multiple digital tools.
Lesson 4: Design employee experience from the inside out

Organizations implement digital transformation to increase efficiency, but
one of the greatest impediments to organizational high performance is low
employee motivation. According to Gallup, 85 percent of employees report that
they are disengaged at work. This results in $7 trillion of lost productivity globally.
This is not an issue that can be solved by digitization. To solve the issue at its
root, we have to first transform the mindset of employees.
At CenturyLink, and at Li & Fung’s offices in Hong Kong, Britain, Germany,
and the US, Behnam Tabrizi coached several thousand key transformation
stakeholders – from executives to individual contributors – on the “Inside-Out”
process. In groups of 60-70 people, Tabrizi guided them to compose vision
statements about what the transformation process would mean to them
personally. He asked employees to reflect on their personal experience to find
out what they felt to be their strengths, what brought them joy, and what gave
12
BEHNAM TABRIZI, ED LAM, KIRK GIRARD & VERNON IRVIN / THE HUMAN SIDE OF DIGITAL TRANSFORMATION
them meaning. Then, he supported employees to take charge of the parts in the
transformation process that best suited their strengths and interests. By aligning
the personal with the organizational, all of us observed increased level of
employee engagement, which in turn led to higher organizational output.
Lesson 5: Bringing Silicon Valley culture inside

Finally, for digital transformation to work, organizations need to adopt Silicon
Valley culture, such as rapid prototyping, design thinking, agile culture, and lean
methods. In all three organizations, all of our key employees were trained on
these critical methods. Furthermore, we created a new flat organization under a
governance outside of daily work that comprised cross-functional teams. These
teams were in turn coordinated by a strong Project Management Office, to
ensure alignment as well as fast and adaptable decision-making. These
arrangements decreased overhead activities significantly and enabled employees
to focus on tasks that are core to the organization.
The need for agility and prototyping is more pronounced than it might be in
other change initiatives because so many digital technologies could be
customized. Often, picking the best solutions requires extensive experimentation
on interdependent parts. As a result, now at CenturyLink, the sales team does
not just devote more time to selling; they have supercharged their productivity by
customizing an AI tool that can optimize each salesperson’s effort. The tool
suggests which customers to call, when to call them, and what to say during the
call in any given week. Even more, the tool has a gamification component, so,
as Vernon Irvin said, “Sales people have fun selling, which translates into an
increase in customer satisfaction, in terms of their understanding of our products
and services and the value CenturyLink can provide, and an increase in sales.”
It is only after both the tools and the culture have been transformed that
organizations can enjoy the maximum efficiency gains DT can bring.
When organizations implement these five lessons, they can reap outstanding
results. At Li & Fung, through digitization, the finance department reduced
month-end closing time by more than 30 percent. Furthermore, it increased
working capital efficiency by $200 million. At Santa Clara County’s Department
of Planning and Development, they successfully cut down permit processing time
by 33 percent. What used to be a cumbersome process has now become a one-
stop shop. Finally, at CenturyLink, the sales team went from declining revenue to
10 percent growth. We expect that the digitization and transformations will
continue to improve their performance.

Digital transformation worked for these organizations because their leaders
went back to the fundamentals: they focused on changing the mindset of its
members as well as the organizational culture and processes before they decide
what digital tools to use and how to use them. What the members envision to be
the future of the organization drove the technology, not the other way around.
About the authors

Behnam Tabrizi has been teaching transformational leadership at Stanford
University’s Department of Management Science and Engineering and
executive programmes for more than 20 years. He is the author of five books
including Rapid Transformation (HBR Press, 2007) for companies and The
Inside-Out Effect (Evolve Publishing, 2013) for leaders.
Ed Lam is CFO of Li & Fung Ltd.
Kirk Girard is former Director of Planning and Development in Santa Clara County.
Vernon Irvin is president of Government, Education, and Mid & Small
Business Division at CenturyLink.
An earlier version of this article appeared in Harvard Business Review.
Resources
Steven Zobell, “Why digital transformations fail”, Forbes 13 March 2018;
https://www.forbes.com/sites/forbestechcouncil/2018/03/13/why-digital-
transformations-fail-closing-the-900-billion-hole-in-enterprise-
strategy/#4f74e9207b8b
Behnam Tabrizi, Ed Lam, Kirk Girard & Vernon Irvin, “Digital transformation is
not about technology”, Harvard Business Review, 13 March 2019; https://hbr.
org/2019/03/digital-transformation-is-not-about-technology.
Jim Harter, “Dismal employee engagement is a sign of global
mismanagement”, https://www.gallup.com/workplace/231668/dismal-
employee-engagement-sign-global-mismanagement.aspx
14
‘The world as we have
created it is a product of
our thinking. It cannot be
changed without changing
our thinking.’
ALBERT EINSTEIN

ROGER L. MARTIN
The fundamental problem

with transformation
implementation
I have a rule. When something doesn’t seem to work and doesn’t for a long time
despite people’s hard work, I stop asking how to work harder. Instead, I try to
find the dog that didn’t bark, as in Silver Blaze when Sherlock Holmes cracked
the case by focusing on something inconsistent with the dominant premise. Only
Holmes asked: “Why did the stable dog fail to bark while strangers absconded
with the prize horse?” While everyone else was looking for the stranger, Holmes
focused on an inside job because only that explained the non-barking dog. I see
the “Transformation Implementation” question in a similar light. People are
focusing on the wrong part of the scene before them. They are focusing on
implementation, not transformation.
Consider first the framing of the problem. There is assumed to be an
organization that is doing badly enough to need ‘transformation.’ That is a
pretty loaded word. It is not ‘improvement,’ ‘tweaking,’ ‘course correction,’ or
‘acceleration.’ All of those latter words connote modest changes to the status
quo. Transformation connotes a fundamental, discontinuous change – a
revolution, a reboot, a makeover – otherwise we wouldn’t call it ‘transformation’
in the first place and we wouldn’t have a problem with transformation
implementation.
Then let’s think about who complains incessantly about the challenges to
transformation implementation? It is, of course, the propagators of transformation
attempts. They come up with a transformational plan and then complain about
the failure of, cost of, and/or delays in its implementation. Who do they complain
about? It is the human beings who occupy the organization for which they have
a transformational objective and plan. These human beings resist, drag their
feet, and/or attempt to undermine the transformation.
That defines the task for transformation implementation: to persuade these
recalcitrant human beings to get with the programme and let the transformation
happen. This means things like: figuring out better incentives to compel
transformational behaviour, creating more detailed plans to drive transformation,
16
ROGER L. MARTIN / THE FUNDAMENTAL PROBLEM WITH TRANSFORMATION IMPLEMENTATION
communicating more clearly about the transformation, creating project teams to

better organize transformation, creating a Project Management Office with
singular power to turbo-charge the transformation, etc. And generally speaking,
despite lots of talk and effort in these areas, transformation implementation
remains a thorny and daunting challenge.
What, then, is the dog that didn’t bark? It is the transformation plan itself. In
this narrative, it is assumed to be not only valid, but to be the right answer. Bright
transformation plan propagators do all the thinking work necessary to come up
with the optimal transformation plan. They analyze deeply. They may even, in
modern style, seek the ideas of the human beings who will be subject to the
transformation. But in the end, it is the transformation plan of the propagators.
And therein lies the fatal flaw.
The fundamental problem isn’t the presence of human behavioural
roadblocks in the implementation of the plan; it is in the mental models of the
propagators of these plans. Their model is that of the technocrat. Technocrats
believe that they can study an issue, apply superior intellect and analytical rigour,
figure out the right answer, and then provide that answer to the organization for
it to bring it to fruition.
This fundamental model contains two really problematic assumptions. First,
the model presumes that one can be scientific about creating something different
in the future than is operational in the present and/or has been operational in
the past: faux science. Second, the model presumes that one can, with reasonable
accuracy, predict in advance how the transformation will work out when it is
actually implemented: false precision.
Faux science
Transformation is fundamentally about creating something different in the
future from what is operational in the present (and past). The father of science,
Aristotle, warned against the use of science in what he termed “the part of the
world where things can be other than they are.” In the part of the world where
things cannot be other than they are – e.g. the force of gravity; the speed of light,
etc. – science is an extremely helpful tool for predicting the future: it will, by
definition be the same as the past. But not in the world of transformation where,
by definition, the future is going to be different from the past. For this reason,
science can’t tell us what an appropriate transformation would be or whether a
given transformation effort will be successful or not. Science is limited to
analyzing the past and predicting a future that is a simple extrapolation of the

past. So, technocratically analyzing the present and past to determine the right
answer for the future is a fool’s errand.
In this part of the world, Aristotle told us that the way to create that better –
dare we say ‘transformed’ – future is to imagine possibilities and choose the one
for which the most compelling argument can be made. He saw processes of
imagining possibilities and choosing the most compelling as deeply social
processes in which many participate in the imagination of possibilities and in
which the arguments about alternative futures are aired in the relevant public
spaces and debated openly and fairly. He termed the approach rhetoric – the
deep exchange of ideas that helps develop and select for the future more
compelling ideas over less compelling ideas. To be certain, Aristotle’s world
does not include providing one favoured solution and attempting to achieve
buy-in!
Rarely, if ever, in the creation of transformation plans are the human beings
who will have to live through and implement the transformation in question
involved in a genuine dialog about alternative possibilities. Yet those subject to
the transformation, whose jobs depend on it being an extremely thoughtful
transformation, have to take it on faith that the propagators have done a
smashing job. Most are not foolish enough to think that is the case. They are
right to be sceptical.
False precision
If the transformation propagators were intervening in a machine, in which it
is pretty clear what actions result in what effects, they would be in a better
position to argue that they have figured out the perfect transformational path
forward in advance. But in fact, they are intervening in a complex adaptive
system – an organization that exists within an uncertain and fluid competitive
and societal context. In such a system, one can never be certain about the effects
of given actions. Does that mean that transformation propagators should throw
up their hands and give up? No. But it means that they should not attempt to
sell their particular transformation as more precise and perfect than it will ever
be. Instead, they should admit openly that no plan survives contact with the
enemy fully intact and get ready to tweak and tweak and tweak that transformation
plan as new things are learned – often from members of their own organization.
18
ROGER L. MARTIN / THE FUNDAMENTAL PROBLEM WITH TRANSFORMATION IMPLEMENTATION
Alternative routing
A better transformation implementation philosophy stops obsessing about
implementation and instead focuses on the transformation plan. Rather than
minimizing dialog and debate over real alternative transformational possibilities,
the process of creating the plan should maximize dialog and debate. Many will
respond that there is no time to engage in that dialog. To those people, I say:
“Then stop complaining about the time it takes to achieve transformation
implementation. Your method is generating that delay as a matter of course. If
you want to keep ramming your transformation down the throat of your
organization, then shut up and accept the delays, the pushback, the sabotage.”
And rather than espousing certainty and showing inflexibility, focus on
maintaining agility and flexibility to respond to the eventualities that can never
be accurately predicted. Many will say that is not strong or leaderly. To those
people, I say: “Read some military history and understand the horrible human
toll of inflexible plans – whether Stalingrad, Bay of Pigs, Charge of the Light
Brigade, or Dieppe.” Think like a designer and see your transformation as a
series of increasingly higher-resolution prototypes.
These two changes – first to the process of creating the plan and second to
the acceptance of the limitations of planning – will accomplish much more than
continuing to ignore the dog that isn’t barking and obsessing about the nuances
of implementation.
About the author

Roger L. Martin is a writer, strategy advisor, and was ranked as the number
one management thinker in the world by Thinkers50 in 2017. From 1998 to
2013, he served as Dean of the Rotman School of Management, from 2004
to 2018 Director of the Michael Lee-Chin Family Institute for Corporate
Citizenship, and from 2013 to 2019 the Institute Director of the Martin
Prosperity Institute. He has published 11 books, the most recent of which
are Creating Great Choices (with Jennifer Riel, 2017), Getting Beyond
Better (with Sally Osberg, 2015), and Playing to Win
(with A.G. Lafley, 2013).

‘Change will not come if we
wait for some other
person, or if we wait for
some other time. We are
the ones we’ve been
waiting for. We are the
change that we seek.’
BARACK OBAMA
20
MURAT BICAK / A PURPOSE-DRIVEN TRANSFORMATION
MURAT BICAK
A purpose-driven
transformation
T rue transformations are hard work. By definition, they involve reassessing an
organization’s business model and testing the fundamental assumptions
about where to play, how to win, and how to operate. That takes strategic focus,
objectivity, and no small measure of courage.
It’s also why true transformations may be rarer than we think, and why in
undertaking a transformation, we must always make sure that what we’re doing is
really transformative and not just an exercise in incremental improvement.
Across my 20-year career in the for-profit sector I thought I had learned all there
was to know about how to drive true change. But, some of the most valuable lessons
I’ve learned about transformation have been gained working for The Project
Management Institute (PMI), a not-for-profit, or as I like to call it, a for-purpose
organization.
What can for-profit organizations learn about true transformation from a for-
purpose organization? Quite a lot, I believe, starting with the very notion of
“purpose,” which is at the heart of any true transformation. Let me offer a little
background.
The Project Management Institute was founded in 1969 to foster professionalism
in project management. It develops standards, conducts and publishes research,
hosts conferences and training seminars, offers networking opportunities, and
provides accreditation in project management. Since its founding 50 years ago, it
has evolved into a global organization with some 300 chapters in more than 100
countries. It has created and launched products that have been widely adopted and
that have become brands in their own right, including PMP®, the gold standard of
project management, which has been awarded to some 1.5 million professionals.
But despite this success, by 2016, there were warning signals that PMI was not
keeping pace with the expectations of its stakeholders.
For one thing, we had become overly dependent on a single offering – our
PMP® certification. We were not as responsive to customers and stakeholders as we
might have been. And we were not, by any reasonable definition of the word, agile.
The organization, in effect, was focused on protecting its legacy versus preparing for
the future and was only making incremental rather than transformative changes.

Recognizing these symptoms, our board of directors and leadership team
decided to form an in-house strategy capability. That’s how I joined PMI – as the
leader of this new strategy function. We immediately conducted a strategy refresh
and quickly realized that the change we needed to effect was nothing less than a
major transformation.
We began by examining PMI’s purpose. This experience has come to colour my
views of organizational change and has led me to conclude that no true transformation
can succeed without coming to terms with an organization’s purpose.
In PMI’s case, we realized that our purpose had become too narrowly focused
on project management. Not that we weren’t successful, but by hewing to such
a narrow definition we had been ignoring other opportunities that might benefit
our members.
To re-think our purpose, we started asking some fundamental questions,
beginning with: “Who is our customer?” We realized that we had been defining
customers in quite simplistic terms: whether the customer was a member, a
higher-level chapter member, or a certification holder.
Of course, this simple classification didn’t really tell us anything about these
individuals – either about their aspirations or what they needed from PMI. So, we
conducted a segmentation analysis drawing upon the “jobs to be done” theory
of Clayton Christensen at Harvard Business School. This yielded a very robust
ethnographic segmentation that allowed us to look at customers and, more
importantly, potential customers based on what they were trying to do at various
points in their careers.
The segmentation also helped us broaden our definition of customers beyond
individuals who define their primary role as project managers. Our definition
now encompasses people in a wide variety of roles who have project management
as part of their responsibilities.
With this information in hand, we then examined where PMI sits in our
customers’ value chain. Historically, as a standards organization, we would
bring our members together and solicit their views, perspectives, and experiences
about how they did their jobs and what best practices they followed. These then
became the basis for our standards.
The obvious problem, of course, is that this process is backward-looking and
results in our standards being based on accepted practices that already existed.
At the same time, we were seeing tremendous disruption in the marketplace –
brought about by new digital technologies and led by organizations intent on
upsetting the established order. The inevitable question was: “Were our standards
22
MURAT BICAK / A PURPOSE-DRIVEN TRANSFORMATION
meeting the needs of individuals and organizations trying to adapt to these new
technologies and embrace different ways of operating?”
That led us to re-examine our innovation capabilities and to recognize we
had to do something different. So, we began bringing in people from consulting,
innovation, and private equity backgrounds – people who had started businesses
or launched innovative products or companies. We’re now using teams of these
individuals to ideate and build product prototypes that, through an iterative
process, we’re then testing in the marketplace. We are also continuing to work
with our members as well as leading organizational partners to ensure that these
innovative products resonate and deliver the results needed. It’s a completely
different way of working for us, but we believe it will help us develop the right
products to meet emerging customer needs.
The final step in our process was to rethink our market opportunity. As noted
above, we’re living in a time of unparalleled disruption where the very nature of
work is changing. At the same time, because all strategies need to be implemented
through projects, the number of projects undertaken by organizations is
increasing dramatically. Indeed, they are increasingly seen as an important
center of value delivery.
Most of this project work, however, is being performed by individuals who
graduated 10, 15 or 20 or more years ago. Where are these workers acquiring the
updated skills and competencies required in this new world? Not from their
employers, apparently. A recent Accenture study revealed that only 3 percent of
organizations invest money to train their employees. We soon realized that we
needed to think differently about the services we offered – that our customers’ needs
might extend beyond a one-time certification to encompass training at different
points in their careers.
As a result, we’re now building capabilities to be able to offer individuals
opportunities to work and think differently and become much more effective in
today’s project team environment.
At the end of the day, all of this analysis – of our customers, our value chain, and
our market opportunity – suggested that our purpose needed to be expressed
differently. It needed to capture our new reality, i.e. that:
PMI has not only advanced the state-of-the-art of project management, it has
disseminated this growing body of knowledge to millions of members globally,
helping make them successful in their workplaces.
While doing so, PMI has expanded its portfolio of offerings to include business
analysis, agile ways of working, risk management, and scheduling, as well as

programme and portfolio management frameworks.
The project discipline that PMI represents has been a critical success factor for
both individuals and organizations.
If that’s the case, shouldn’t we be talking about more than project management?
After much discussion and debate, we settled on this: “Empowering people to
make ideas a reality.” We call it our winning aspiration, and it drives all our choices
as we continue to implement our transformation.
This simple, one-sentence purpose statement now serves as our north star. It
transcends projects, programmes, and portfolios and allows us to focus on all
individuals who implement strategies regardless of their role within an organization,
whether or not they have project management in their title.
Rethinking our purpose has served as the gateway for PMI’s transformation. Yes,
there were other important elements that were part of the process. We spent a lot of
time, for example, thinking about our “secret sauce” – what’s authentically core to
our mission and what’s not. And we devoted significant resources to communicating
about the transformation with our staff and our members. You can’t have true
transformation without winning the hearts and minds of people throughout an
organization.
But my experience at PMI underscores the essential truth that transformation
begins with truly understanding and defining an organization’s purpose. That may
come more naturally to not-for-profit organizations where purpose rather than profit
is the overriding concern. But the PMI experience demonstrates that even not-for-
profits need to undertake the difficult task of self-examination from time to time. The
world changes, and so must we.
As we celebrate our 50th anniversary, we are committed to continuing the hard
work of transformation. We know we are privileged to be celebrating our golden
anniversary and realize that our transformation must focus on delivering value and
remaining relevant to ensure our future. Before we make a strategic choice now, we
ask whether it aligns with our purpose. If the answer is not clear, we go back to the
drawing board. The question may be simple, but it helps us focus on doing the right
thing and keep moving in the right direction.
About the author

Murat Bicak is the Chief Strategy & Growth Officer at the Project
Management Institute.
24
‘Transformation is
fundamentally about
creating something
different in the future
from what is operational
in the present (and past).’
ROGER MARTIN

KAROLIN FRANKENBERGER, HANNAH MAYER, ANDREAS REITER &
MARKUS SCHMIDT
The digital transformer’s

dilemma: how to sustain
success in the core while
building a new digital business
A t the end of 2018, executives at Saubermacher – a waste management
company headquartered in the quaint Austrian town of Graz – deserved a
pat on the back for a digital transformation job well done. “Wastebox,” an app-
based waste disposal solution, connecting construction companies with waste
disposal firms via a digital platform, had garnered a significant valuation only
two years after inception, and Saubermacher was wooed by one of the global
industry leaders, Veolia of France, to engage in a partnership with them.
Waste management litter-ally isn’t the sexiest of industries. But there’s
something to be learned (about digital transformation) in even the oddest of
places. The success Wastebox experienced was not a lucky strike; instead they
followed the textbook recipe for running a digital transformation. We have
observed similar “recipe ingredients” across 80+ interviews with senior executives
at globally leading companies from a variety of industries. In the context of
digital transformation, they all face the same dilemma: how can they maintain
profitability in their legacy-based, core business activities (the 1st S-curve) while
reaping the full potential in a new, digital business (the 2nd S-curve)? Voilà, the
recipe for how to address this dilemma and successfully digitally transform:
26
KAROLIN FRANKENBERGER, HANNAH MAYER, ANDREAS REITER & MARKUS SCHMIDT
THE DIGITAL TRANSFORMER’S DILEMMA
The Digital Transformer’s Dilemma

How to sustain continued success in the core business while establishing a new digital business
WHY HOW
to act: to do it:
Set up the right (infra-) structure

3.
Growth 2nd S-curve Processes
(digital) 1. 2.
Organization Technology
1st S-curve
(traditional)
4. 5. 6.
Leadership People Culture
Time
Explore the need for a
dual business. Adapted from Tarde (1903) Institute the right mindset and talent
WHAT WHERE
to do: to see results:
Monitor the effects and
Value measure the impact.
Proposition
Customers
Value Value
capture network
Define a digital strategy

and the right business
model to support it. Qualitative success indicator
Strategy on Strategy on Quantitative success indicator

1st S-curve 2nd S-curve
Why: Companies need to internalize a necessity to act. Businesses –

especially those with a long legacy – may feel threatened to remain competitive
in the face of newly emerging industry entrants competing with them in the
digital space (e.g. tech players or start-ups). Organizations may also perceive
shifting trends in customer preferences or industry trends that force them to
transform. No matter their specific reasons, companies need to realize their
continued economic performance will depend in large part on their ability to
continue running their core business (1st S-curve) while preparing their new
digital business (2nd S-curve). Managing this transformation is not simply a
change project. Instead, we are talking about a fundamental overhaul,
complicated by its pervasiveness across 1st and 2nd S-curves and, particularly,
the complexities of having to ensure a link between the two to successfully run a
dual business.

What: Once organizations have realized the need for a dual business, they
will have to define a digital strategy and the right business model to support it.
A key challenge will be the discussion around financing decisions and priorities,
since the core business will initially have to fund efforts on both S-curves.
This means companies need to conceive an overarching digital strategy
covering three dimensions: First, organizations need a sound strategy for the
core business, focusing on how digitization can help safeguard and increase the
competitiveness of the core. Second, organizations need a strategy for the
inception of a new digital business to complement the core and generate
additional growth. Third, organizations need to consider and plan for possible
interactions between the core and the new digital business. This will include both
opportunities, such as planned synergies, and risks, such as potential
cannibalization and/or disruption of the core business. The purpose is to reach
clarity of the overarching digital strategy and how the two S-curves can
complement each other. This whole effort needs to yield both a re-thinking of the
business model at the core and a digital business model rooted in novel ways of
value creation – and a re-thinking of the business model in the core.
How: While it’s indispensable to go through this process, great thinking is

only the beginning. The real challenge lies in the nuts and bolts of getting the
transformation done. To make sure the implementation goes smoothly,
companies need to set up the right (infra-)structure (organization, technology,
processes) and institute the right mindset and talent (leadership, people, culture).
Flexible organization: A digital transformation typically requires

fundamental changes to the organizational set-up, and the build-up of a new
separate flexible unit with dedicated people. The key challenge lies in the
coexistence and alignment of two differing organizational set-ups within a single
company. One senior executive at a European consumer goods company told
us that large organizations like theirs can never act like a start-up, so to be fast
and agile, separation is indispensable. The ultimate structure of the new unit (i.e.
digital lab vs. internal accelerator etc.) depends on the overarching digital
strategy and the scope for the 2nd S-curve. Despite a clear separation, a solid
integration of the two S-curves is essential to minimize silos and potential
antipathies. Integration is also necessary to unleash potential synergies. The
required balance between separation and integration will depend on factors
such as similarity to core business and the digital maturity level of the organization.
28
Technology as enabler: Newly emerging technologies, such as artificial

intelligence, big data and the Internet of things, are threat and opportunity alike.
Incumbents need to leverage these technologies to support the digitization of the
core business and exploit possibilities for new digital business. The challenge is
to build up new competencies quickly, following a balanced approach across
both S-curves. Incumbents should also employ a mix of internal development of
competencies and accessing of expertise from external sources (e.g. through
mergers and acquisitions). Sometimes, the effective use of new technologies
even requires collaboration across firms, as a CDO explained: “Technology
efforts are often uncoordinated among firms although some technologies only
work in an ecosystem, if everybody ultimately can participate. So, one of my big
ambitions is to really put a huge focus on co-investment in industrial technology,
to bring many more organizations onto the same agenda.” This illustrates that
many of these new technologies are too important to remain within the IT
department. Instead, they have to be on the C-level agenda and orchestrated
throughout the organization.
Processual set-up: Compared with traditional approaches on the 1st

S-curve, new processes on the second S-curve must allow for more freedom and
flexibility – something that often feels unnatural to incumbents.
The key challenge is to adjust the requirements and set-up to the respective
business development phase (i.e. seed – incubation – acceleration – scaling).
This means that the decision-making body needs to define initial minimum
process requirements (deviating from cumbersome standard requirements) and
to evaluate the projects along a number of stages, following a venture capital-
like approach. Although it may sound easy, it is often a difficult task, as a member
of the executive team at a multibillion-dollar business pointed out, saying that
companies, once they’ve made a financial commitment to something that ends
up not performing well, are often reluctant to kill the initiative. They end up
staying in it for too long, when instead they shouldn’t be afraid to get out.
Transformational leadership: Reconciling two differing leadership

approaches (transactional and transformational) in one organization is a challenge
– and finding leaders that can employ both authentically even more so. While
some traditional leadership qualities will continue to be important in select areas
of the 1st S-curve (e.g. a zero-failure tolerance in production), it will become
increasingly important not only on the 2nd S-curve but also in the digitized 1st

S-curve to employ a transformational leadership style rather than an authoritarian-
directive one. Leaders will put more emphasis on empowering and incentivizing
teams to take the initiative rather than having them perform only their assigned
core tasks. Their focus will be on leading people instead of on performing classic
management tasks. In fact, the CEO of a pharma company’s internal venture told
us, “Classic leadership models are outdated. We see leaders as servants who
create a safe space for employees to perform at their best.”
“Right-skilled” people: Configuring the right mix of people is the

gauntlet companies are running to build the workforce of the future. Across both
S-curves, the most important lever in this respect is training.
Educational efforts will need to cover a variety of fields; most importantly,
companies need to make sure their employees have the right competencies to
thrive in a digital transformation environment. For instance, a steel company we
spoke with built a dedicated digital academy to retrain and upskill employees in
digital proficiency, thus investing hugely in their employees’ long-term
development. Besides investing in the existing employees’ careers, other options
to configure the workforce of the future include hiring new employees that
already have the necessary skills and mindset, contracting freelancers to fill a
short-term need or to outsource entire functions, redeploying people
(geographically or task-wise) or releasing employees in roles no longer needed
post transformation.
Culture of change: A fundamental shift towards a modern, change-

embracing corporate culture is needed if the transformation is to succeed and
yield reputational spillover effects. While there may be internal resistance to
change, promoting a culture of encouragement to innovate, instituting a
supportive work climate and providing life-long learning opportunities are must-
dos. A change in ways of working will be necessary, including the departure from
siloed bureaucratic hierarchies and long development cycles and instead
towards a new collaboration model based on cross-functional teams embracing
an agile “fail fast, fail cheap” approach. The company culture change needs to
be driven by top management to stress the priority and sincerity of the
transformation. FMCG and retail senior executives we spoke with stress that
what is key is an open-door policy, whereby employees’ doubts are addressed
by the most senior leaders in everyday conversations (not just fancy slides). The
biggest challenge, however, will be the evangelization of the middle management.
30
By the end, the cultural change will have to pervade all levels to have a chance
at establishing itself as the new norm.
Where: Let’s assume companies have tackled all the above. They are surely
expecting bottom-line effects or else the whole transformation would be futile.
Seeing that we define a digital transformation as spanning across the two
S-curves, it is only natural that it will be reflected in the performance of both.
Where and how exactly it has effects will differ across the two S-curves so
KPIs need to be determined specific to the respective S-curve and the relevant
stage (e.g. incubation vs. scaling). The KPIs should reflect a healthy mix of
quantitative and qualitative measures, whereby qualitative KPIs can initially
prevail on 2nd S-curve and later be displaced by quantitative ones. Setting
objectives, assigning accountability, and ensuring transparency vis-à-vis the
relevant stakeholders is almost as important as the KPIs themselves. This stresses
yet again the crucial role of measuring impact because even in a digital
transformation the age-old saying holds: only what gets measured gets done.
But then, luckily – as waste manager Saubermacher experienced – what goes
around does come around.
About the authors

Karolin Frankenberger is a Director at the Institute of Strategy &
Management at the University of St.Gallen/HSG, where she is also the
Academic Director of the Executive MBA.
Markus Schmidt is the founder and CEO of QSID Digital Advisory and a
former Executive VP at Bosch.
Hannah Mayer and Andreas Reiter are PhD Candidates at the University
of St.Gallen/HSG and consultants at an international management consulting
firm. This article is based on the four authors’ book The Digital Transformer’s
Dilemma (www.thedigitaltransformersdilemma.com).

‘There is no passion to be
found playing small – in
settling for a life that is
less than the one you are
capable of living.’
NELSON MANDELA
32
REINHARD MESSENBOECK, GRANT MCCABE, PERRY KEENAN,
JEANNE KWONG BICKFORD & MICHELLE STOHLMEYER RUSSELL
The new era of change

management
C omplex change is a necessity in today’s environment, yet research continues
to show that up to 75 percent of change programmes fail to sufficiently
capture long-term value or secure lasting behavioural change. Consequently,
these transformation efforts do not translate into sustainable competitive
advantage. The results of these failures to adapt to competitive and market
realities are manifold: increased volatility of business margins and high turnover
of companies in market leading positions, for instance. In fact, over 50 percent
of the Fortune 500 companies from the year 2000 were gone by the year 2017.
In 2018, the estimated loss resulting from failed digital transformations alone
was $900 billion. As these alarming figures continue to grow, we ask, what can
be done to improve the odds of success for large-scale transformations?
We see an answer in a trend that’s emerging across all industries and
geographies: companies are installing a Chief Transformation Officer (CTO). In
2019, BCG interacted with over 1,000 companies globally and completed
more than 20 in-depth interviews with leading CTOs. From this research, we
have identified three value drivers for CTOs to implement to increase the odds
of success for large-scale transformation efforts.
First, it’s about the whole journey – the whole is greater than the sum of its
parts and a transformation needs to be constantly viewed in this way.
Second, focus on the Employee Capacity to Absorb Change (ECAC) – the
next frontier for competitive advantage – is treating employees as your most
important customers.
Third, transformations have to stay nimble and flexible in how they are set up.
With a dedicated CTO to guide a transformation using these value drivers,
companies will be far better positioned to realize competitive advantage and to
win in the 2020s.

It’s about the whole transformation journey
A critical component of embarking on a transformation is ensuring that the
right actions are taken at the right time and to the right degree. Achieving this in
practice is difficult and seems more like an art than a science.
CTOs need to understand how to initiate a suite of initiatives across the
change journey with the buy-in and commitment of the full C-suite. The consistent
articulation of this to – and by – the broader leadership team is key to the
successful delivery of a transformation.
When thinking of the suite of change management activities needed for a
transformation, CTOs need to take a whole-of-organization view. People and
leaders need to be engaged across the company and the infrastructure put in
place to manage the transformation programme. To develop a truly holistic
approach, we recommend thinking about change management along three
journeys of Leader, People and Programme (Exhibit 1).
Transformation lifecycle and change journeys

Transformation lifecycle
Goals & Baseline & Solution & capability Implementation &

commitment target state development sustained improvement
What is the current setting, What is the relevant baseline How do we realize target How do we sustain the
ambition and set of objectives? and optimization target? improvements? improvements?
Core leadership team aligned Leaders clear on their role as Leaders actively engaging Leaders ensuring adoption of
Leader
on programme vision and goals transformation agents and coaching employees change across organization
Clear insight on change Organization aware of Employees buy-into what Employees executing new
People
challenges and scope programme and case for change they need to do differently priorities and behaviours
Clear change governance and Clear programme and Full transparency on Programme business
Programme
process in place portfolio management process progress of initiative design outcomes realized
Exhibit 1: Transformation lifecycle and change journey
CTOs need to orchestrate the delivery across all three journeys throughout
the transformation lifecycle. This approach allows change management activities
to be outcome-focused at the enterprise and business level, to identify and
enhance the management of critical dependencies and risks, and reinforces
focus on what matters most for success at any given point of the journey.
Understanding and managing these journeys is vital. We have used our
project work, and our research with over 1,000 companies globally, to correlate
the importance of managing each journey with success in each phase of the
transformation lifecycle. In each phase, we have identified what significantly
34
REINHARD MESSENBOECK, GRANT MCCABE, PERRY KEENAN, JEANNE KWONG BICKFORD & MICHELLE STOHLMEYER RUSSELL
THE NEW ERA OF CHANGE MANAGEMENT
increases the odds of success, based on factors such as the type of change or
size of the transformational impact. CTOs can use this knowledge to focus on
what matters most.
For example, compare a cost reduction effort with a digital transformation.
The leader element has significantly more importance during early transformation
stages in the cost reduction effort. This shows the value of direction setting. With
regard to digital transformation, the people element during implementation is
more relevant for success. This shows the importance of employees being
involved in identifying a digital solution and capability building as well as diligent
programme follow up to monitor if the implementation of developed solutions is
really happening and delivering value.
Other differences are driven by programme size. In large-scale transformations
that affect more than half of an organization’s people, the People journey in the
goals and commitment phase, and the Programme journey in the baseline and
target setting phase, are much more important than in smaller programmes. For
CTOs, this highlights the need to involve people early in a transformation, and
the diligent role of the programme office in the baselining and target-setting
phase of a large, complex and interlinked transformation.
Based on these findings, CTOs need to facilitate an ongoing recognition of
where their organization’s transformation is along the “transformation journey.”
They need to evolve their programmes at fairly regular intervals, and change the
focus in each journey based on the specifics of the situation, the success, and
importance of each element over the successive phases of a transformation.
Employee capacity to absorb change (ECAC) – the next frontier in

competitive advantage
Based on our research, we see a variety of reasons why transformation efforts
fall short of their goals. A common symptom of failure is employees simply giving
up. This is not surprising. Employees are asked to deal with large and constant
changes: new operating models; new leadership structures; new productivity
procedures (e.g. travel booking, digitized financial planning, and HR); new
enterprise resource systems; modified pricing schemes and products; and new
legal requirements. It is difficult for the people who work in an organization to
comprehend the impact of all these changes, and the changes they need to make
to their day-to-day activities and behaviours.
Giving up is the result of being overwhelmed with too many competing or
contradicting priorities, insufficient support or guidance during the transformation,
and not understanding their role in the transformation and what it all means to

them, their team, and their customers. Ultimately, this has a dramatic impact on
the organization’s ability to realize benefits from a transformation and the resources
it has invested in it. As a result, CTOs need a rigorous focus on employees’ ability
to absorb change, and to identify when it starts to become a bottleneck to better
and faster change. Change management activities need to be employee-centric
in order to be adopted and embedded within the organization.
Employee-centric transformations have two essential components. First,
CTOs must have an in-depth understanding of both employees’ business-as-
usual environments and the specific impacts that the transformation will have on
them (e.g. magnitude and nature of a specific change element). Second, CTOs
need the knowledge, influence and skills to guide both employees and their
leaders through the transformation. Leaders, and most importantly CTOs, need
to visibly and transparently promote change and model new behaviours to be
adopted and internalized – and they must be resilient and relentless in this. New
technology and tools can help in measuring an ECAC score and thereby find
positive and negative hotspots, guide and deploy measures that leaders manage
and support employees to absorb change at the maximum rate and thereby
expand organizational capabilities at the fastest possible rate.
Stay nimble and flexible in your setup

Our interviews with over 20 CTOs globally confirmed the importance of
flexible and agile leadership during transformations. CTOs must have the
authority to steer a programme with required structure and discipline, yet be
able to be flexible when needed. The CTO’s direct reporting line to the CEO
(and the associated authority and influence) is one of the most important success
factors. CTOs must be adaptable and be able to trust the broader firm’s
leadership team to be successful in their leadership of the transformation.
Command and control will no longer work in today’s organizations.
The first step is to align the extended leadership team (top ~100/operational
leadership group) with the mission. Without the buy-in of the broad base of
senior leaders who will need to drive the change, the CTO and programme
office will not be empowered to successfully implement the change. The extended
leadership team also ensures that the transformation programme is appropriately
resourced and monitored, and kept on track.
Successful CTOs tend to keep an intentionally slim, yet effective, group of
direct reports and resources. Direct control is important for some areas (e.g. a
communications liaison to help steer and coordinate messaging), but most
36
REINHARD MESSENBOECK, GRANT MCCABE, PERRY KEENAN, JEANNE KWONG BICKFORD & MICHELLE STOHLMEYER RUSSELL
THE NEW ERA OF CHANGE MANAGEMENT
activities are better executed in business-as-usual units. For example, finance

and budgeting is an important component of any transformation, but these
teams often operate best in their traditional environment, with targeted guidance
from the CTO. Maintaining reporting lines to only the most important workstreams
allows CTOs to focus on critical issues.
Finally, leaders and CTOs need to stay flexible yet give direction – setting
targets and milestones to maximize value, and using data, rigorous lead indicator
metrics, and analytics to evaluate progress against targets and to be on the front
foot as critical risks emerge or when plans may need to be adjusted.
Winning in the 20s with change management

Transformations will most often continue to fail, and companies will continue
to disappear from the Fortune 500 listing, unless organizations embrace modern
change management as a comprehensive, sustainable capability – not a one-off
effort or a “soft,” unstructured set of actions. Successful change management is
rigorous and scientific. It is tuned to the specific context of the transformation,
leveraging comprehensively proven tactics and tools. This change management
is not easy, it requires an integrated plan that is tested and adjusted to drive the
best course of action. It actively prepares and supports an organization to make
transformations successful and thereby to create a real competitive advantage.
CTOs can create significant value by taking ownership of transformation
activities and sharpening their focus on critical change management areas in
three journeys – taking an org-level approach, making change employee-
centric, and working through, not on, an organization. Are you ready to make
transformation work?
About the authors

Reinhard Messenboeck is a senior partner and managing director in
BCG’s Melbourne office.
Grant McCabe is a senior partner and managing director in BCG’s
Melbourne office.
Perry Keenan is a senior partner and managing director in BCG’s
Chicago office.
Jeanne Kwong Bickford is a senior partner and managing director in
BCG’s New York office.
Michelle Stohlmeyer Russell is a senior partner and managing director in
BCG’s Chicago office.

Resources
Martha Craumer, “It’s about time: changing change management”, BCG, 15
March 2013; https://www.bcg.com/publications/2013/people-organization-
change-management-its-about-time-keenan-perry.aspx
Hal Sirkin, Perry Keenan & Alan Jackson, “The hard side of change
management”, BCG, 1 October 2005; https://www.bcg.com/en-gb/
publications/2005/change_management_program_management_hard_side_
change_management.aspx
Martin Reeves & Michael Deimler, “Adaptability: the new competitive
advantage”, BCG, 25 August 2011; https://www.bcg.com/publications/2011/
business-unit-strategy-growth-adaptability-the-new-competitive-advantage.aspx
Martin Reeves & Michael Deimler, “New bases of competitive advantage”,
BCG, 22 October 2009; https://www.bcg.com/publications/2009/business-
unit-strategy-new-bases-of-competitive-advantage.aspx
Steven ZoBell, “Why digital transformations fail”, Forbes, 10 March 2018;
https://www.forbes.com/sites/forbestechcouncil/2018/03/13/why-digital-
transformations-fail-closing-the-900-billion-hole-in-enterprise-
strategy/#6502db917b8b
38
‘Cure the disease that
has not yet happened.’
CHINESE SAYING

MARTIN REEVES, LARS FAESTE, FABIEN HASSAN, HARSHAL PARIKH &
KEVIN WHITAKER
Preemptive transformation:
fix it before it breaks
I n business transformations, there are plausible reasons to believe that
preemption is valuable. Companies that change early may get a first-mover
advantage, acting ahead of their competitors and potential disruptors. Besides,
business organizations are complex systems, which often decline much faster
than they grow, an asymmetry that has been called the Seneca effect. Considering
that transformations take time, moving preemptively may be the best way to
prevent obsolescence and collapse.
Nevertheless, leaders may be reluctant to change their companies when they
are in a comfortable position. And they may understandably feel little urgency to
change when current performance indicators are still healthy. Transformations
are costly, monopolize management attention, and may create distraction or
instability, leading many to follow the adage, “If it ain’t broke, don’t fix it.”
So, should business leaders engage in transformation preemptively or wait
for a degradation of performance to trigger change? To answer this, we analyzed
hundreds of transformations involving restructuring costs launched between
2010 and 2014 by large listed US companies. (The analysis included all US
companies that reached a market capitalization of $5 billion in 2010-14,
excluding the energy sector – owing to the volatility of energy prices – and real
estate sector – owing to insufficient sample size. Transformations were indicated
by the appearance of restructuring costs in the company’s quarterly accounts).
We found that preemptive change does indeed generate significantly higher
long-term value than reactive change, and it does so faster and more reliably.
The value of preemptive transformation

Because each company’s circumstances are unique, we studied relative
financial performance to identify preemption, rather than making qualitative
timing judgments. If a company embarks on a transformation when it is
outperforming its industry (as measured by total shareholder return (TSR) over the
prior year), the transformation can be described as preemptive. On the other
40
MARTIN REEVES, LARS FAESTE, FABIEN HASSAN, HARSHAL PARIKH & KEVIN WHITAKER
PREEMPTIVE TRANSFORMATION: FIX IT BEFORE IT BREAKS
hand, a transformation is categorized as reactive if it is launched while the firm is

underperforming its industry.
Our analysis shows that in the three years following the start of a transformation,
preemptive transformers have an annualized TSR that is three percentage points
higher than that of reactive transformers. Preemptive transformers outperformed
on average in nearly all industries, except financial services. (In the period of our
analysis, the financial sector was still recovering from the crisis and the subsequent
regulatory changes, which may have caused anomalies).
Is this outperformance explained simply by the tendency of high-performing
firms to continue outperforming? In fact, for companies that do not transform,
there is no observable link between past and future long-term TSR. A small
“momentum effect,” where previously outperforming companies continue to
outperform, is observable only within shorter time frames (up to one year). But,
consistent with financial literature, we find that this effect disappears on longer
time horizons.
Preemptive transformations create more value

Average future 3-year
relative TSR1 post-transformation
Reactive2 Preemptive2
0.05
“The earlier the better”
0.00
-0.05
<-0.3 -0.3 to -0.2 -0.2 to -0.1 -0.1 to 0 0 to 0.1 0.1 to 0.2 0.2 to 0.3 >0.3
Past 1-year relative TSR1

pre transformation
1. We measure performance as TSR relative to the industry average 2. We define reactive transformation as negative TSR relative to the industry in the year prior to start
of a transformation. We define Preemptive transformation as positive TSR relative to the industry in the year prior to start of a transformation. Source: Campustat, S&P
Capital IQ, BCG Henderson Institute
Our findings suggest that in order to maintain outperformance, companies

should pursue preemptive transformation rather than relying on performance
momentum. As Giuseppe Tomasi di Lampedusa famously wrote in The Leopard, “If
we want things to stay as they are, things will have to change.”
Furthermore, the preemption premium is continuous: the higher the relative
performance of a company when it initiates change, the higher its long-term relative
performance. In other words, the earlier a transformation is initiated, the better.

In spite of this pattern, preemptive transformations are less common than
reactive transformations: in a given year, only 15 percent of outperforming
companies embark on transformation, compared to 20 percent of
underperforming and 25 percent of severely underperforming companies (the
bottom decile of firm performance).
There are notable exceptions. For example, by 2011, Alibaba’s online
marketplace Taobao had captured more than 80 percent of the digital Chinese
consumer market. Even though Taobao was highly successful, Alibaba decided
to split it into three independent businesses: one for consumer-to-consumer
transactions (Taobao), one for business-to-consumer transactions (Tmall), and
one for product search (Etao). The restructuring resulted in two successful mass-
market businesses and one strong niche market. Such moves helped Alibaba
grow from an 18-employee startup into one of the world’s most valuable
companies in less than 20 years.
Secondary benefits of preemption

In addition to having better financial performance, preemptive transformations
offer three secondary benefits. First, they take less time: preemptive transformations
result in consecutive restructuring costs for an average of only 12 months,
compared with 14 months for reactive ones. Second (and perhaps partly because
of the shorter duration), they are less costly. The costs of restructuring in
preemptive transformations total 1.5 percent of yearly revenues, on average,
compared with 1.8 percent for reactive transformations.
Preemption takes less time, costs less, increases

leadership stability
AVG. DURATION AVG. RESTRUCTURING CHANCE OF FUTURE
1
(MONTHS) COSTS (% OF REVENUE) LEADERSHIP CHANGE (%)
14 18% 21%
12 1.5% 16%
Reactive Preemptive Reactive Preemptive Reactive Preemptive

1. Within two years of the start of a transformation
Source: Compustat, S&P Capital IQ, BCG Henderson Institute
42
By combining the lower average cost with the superior returns, we estimate the
ROI of preemptive transformation to be approximately 50 percent higher than that
of reactive transformations.
Finally, preemptive change is associated with increased leadership stability. The
share of companies experiencing a CEO change in the two years following the
start of the transformation is significantly lower in the case of preemption (16
percent versus 21 percent).
The primary success factor in transformation

How can leaders successfully implement preemptive transformation? In our
previous study on evidence-based transformation, which focused on reactive
change programmes, we identified several factors that boost the odds of success:
• Above-average capital expenditure

• Above-average R&D spending
• Long-term strategic orientation (as measured by a proprietary natural
language processing analysis of corporate communications)
• Leadership change
• Above-average restructuring costs and a formal transformation initiative
Our analysis confirms that these success factors also apply to preemptive
transformations. But a more fundamental question is whether and how timing
affects that recipe for success. To answer that question, we used gradient boosting,
a machine-learning technique that measures how well each factor discriminates
between successful and unsuccessful transformation outcomes. The results show
that transforming preemptively is actually the best predictor of success.
In preemptive transformations, R&D expenditure and capex are the next-most-
decisive factors, reflecting a need to properly understand and invest in the future.
In reactive transformations, leadership change is the second-most-important
success factor – perhaps because companies that have already allowed
performance to decline need to refresh their leadership and culture in order to
accelerate change.
Microsoft illustrates the value of preemptive transformation with heavy
investment in the future. After a few years of stagnant performance, the software
company created strong momentum in 2012–2014 (36 percent annualized TSR).
Rather than resting on its success, Microsoft changed its CEO and restructured
preemptively in 2014, which enabled it to continue strongly outperforming. The

transformation aimed to orient the company to the new dominance of mobile and
cloud, even though these trends had not yet damaged its bottom line. In March
2018, Microsoft announced another restructuring amid strong performance,
reorganizing to get ahead of technological changes.
Six steps to successful preemptive change

Faced with a need to adapt to changes in their business, technology, or
competitive environment, companies should transform early, before financial
performance has started to decline. How can leaders turn around the successful
company?
Constantly explore. To be able to transform preemptively, leaders need to
anticipate change by continually exploring new options. The observation of
biological systems teaches us that it is optimal for companies to begin searching
well before they exhaust their current sources of profit, and that firms should use
a mix of “big steps” to move to uncharted terrain and “small steps” to uncover
adjacent options at low cost. This requires balancing short-term tactical moves
with a long-term aspiration, and investing enough in the future, especially in
digital technology and R&D.
Create a sense of urgency. When a company is doing well, danger lies in
self-satisfaction. Leaders shouldn’t wait for an actual crisis to mobilize. Creating
a sense of urgency is the best way for leaders to avoid the risk of complacency.
Using strategy games, such as studying maverick challengers, surveying
dissatisfied customers, and eliminating customer frictions, can help management
envision new risks and opportunities and test the resilience of the current business
model.
Watch out for early-warning signals. Most financial metrics, such as earnings,
profits, or cash flow, are backward looking. Detecting the need for change
requires a variety of early-warning signals for phenomena that have not yet
affected the bottom line. Forward-looking metrics, such as vitality, can help
assess a company’s readiness for the future.
Control the narrative. Preemptive change may generate frictions with
stakeholders who believe that prudence and continuity are the best policies.
Leaders should take control of the investor narrative and actively manage investor
expectations to make preemptive transformation possible. Similarly, defining and
conveying the purpose of the company, and relating change efforts to that purpose,
can also help energize and recruit employees and middle management for change
efforts, which may otherwise be perceived as threatening.
44
Choose the right approaches to change. Companies tend to drive change

with a monolithic, linear project management mindset. But there is no universal
form of change. In reality, a complex business transformation comprises multiple
types of change. Each form requires a different mindset and different change
management mechanisms. In particular, preemptive change is more likely to rely
on adaptive or visionary models of change, rather than heavy-handed, top-
down approaches.
Create ongoing transformation capabilities. Moving quickly against risks and
opportunities is essential. This requires building permanent transformation
capabilities and strengthening the adaptability of the organization. Leaders
should apply the emerging science of change and leverage new technology to
improve the odds of success in transformation.
About the authors

Martin Reeves ([email protected]) is the Director of the BCG
Henderson Institute and Senior Partner and Managing Director at the Boston
Consulting Group.
Lars Faeste is BCG’s global coleader of Transformation & BCG TURN and
Senior Partner and Managing Director at the Boston Consulting Group.
Fabien Hassan is a BCG Consultant and former Ambassador to the BCG
Henderson Institute.
Kevin Whitaker is Head of Strategic Analytics at the BCG Henderson Institute.
Harshal Parikh is a former Data Scientist with the BCG Henderson Institute.
An expanded version of this article can be found at https://www.bcg.com/

en-us/publications/2018/preemptive-transformation-fix-it-before-it-breaks.aspx
Resources
Martin Reeves, Simon Levin & Kevin Whitaker, “Leaping before the platform
burns: the increasing necessity of preemptive innovation”, BCG Henderson
Institute, 25 April 2018, https://www.bcg.com/en-us/publications/2018/
leaping-before-platform-burns-increasing-necessity-preemptive-innovation.aspx
Simon Bamberger, Wolfgang Bock, Patrick Forth, Anna Green, Derek Kennedy,
Fredrik Lind & Neal Zuckerman, “Riding the waves of innovation in the
technology industry”, BCG Henderson Institute, 27 October 2016, https://
www.bcg.com/en-us/publications/2016/hardware-software-entertainment-

media-riding-waves-innovation-technology-industry.aspx
Martin Reeves, Julien Legrand, Jack Fuller & Hen Lotan, “Free up your mind to
free up your strategy”, BCG Henderson Institute, 27 December 2018, https://
bcghendersoninstitute.com/free-up-your-mind-to-free-up-your-strategy-
4bec09783291
Martin Reeves, Lars Faeste, Fabien Hassan, Harshal Parikh & Kevin Whitaker,
“The truth about corporate transformation”, MIT Sloan Management Review,
31 January 2018 https://sloanreview.mit.edu/article/the-truth-about-
corporate-transformation/
Lars Faeste, Martin Reeves & Kevin Whitaker, “Winning the ‘20s: the science of
change”, BCG Henderson Institute, 9 April 2019, https://
bcghendersoninstitute.com/winning-the-20s-the-science-of-change-
95db378c5d91
Martin Reeves, Simon Levin, Jack Fuller & Fabien Hassan, “Your change needs
a strategy”, BCG Henderson Institute, 18 May 2018, https://
bcghendersoninstitute.com/your-change-needs-a-strategy-2510061f51a9
46
‘To improve is to change,
so to be perfect is to have
changed often.’
WINSTON CHURCHILL

GEORGINA PETERS
Schein on change
C hange is a fact of managerial life. Organizations change. Markets change.
Leaders change. Contexts change. Technologies change. There is nothing
new in this. Perhaps one of the biggest conceits of our time is the belief that our
age is characterized by change at an unprecedented level. Change is the default
setting of managerial life – and of life itself. Everyone in a managerial or
leadership role is involved with change.
One of the all-time great thinkers on the subject is MIT’s Edgar Schein. He
believes that organizational culture evolves through a number of distinctive stages,
and each requires a different type of leadership. For Schein, effective leadership
does not depend so much on the individual activities the leader encounters during
the day. Instead, it depends on which stage of its lifecycle the organization has
reached. For each stage of organizational evolution there is a different
corresponding leadership role: creating, building, maintaining, and changing.
In the creating stage, the entrepreneurial leader tries to get the organization
off the ground. In doing so, as they wrestle with funding issues, try out different
ideas, and inspire and enthuse their followers, they demonstrate high levels of
energy. Schein calls this stage, typified by the leader’s vibrant and energetic
approach, the leader as animator.
When the organization has gained enough traction to be viable, the leader
imprints their beliefs and values onto the followers. They do this by hiring like-
minded people, indoctrinating employees to their way of thinking, and acting as
role model for followers. At this point, says Schein, if the organization is successful
and that success is associated with the leader then the leader’s personality
becomes part of the corporate culture. At the same time, if the leader is conflicted
between wanting collaboration but also wanting control, for example, then those
conflicts will be locked into the culture. At this evolutionary stage the leader is the
creator of culture.
The third lifecycle stage is maintaining. When organizations outgrow their
youthful exuberance and mature, a different set of challenges emerges:
commoditization of products, changing and growing workforce, more intense
competition, and greater complexity. Entrepreneur leaders often struggle at this
point. The leaders that succeed are the ones that can identify the successful
48
GEORGINA PETERS / SCHEIN ON CHANGE
aspects of the business and focus attention on those. At the same time, they are
able to scale up the processes that proved so successful when the company was
small and fast growing. For the leader as a sustainer of culture, judgment and
wisdom are the most important qualities, says Schein.
Finally, Schein discusses change, paving the way for the leadership academics
that have concentrated on change leadership – the leader’s role in navigating
change successfully. The last evolutionary stage of the organization is changing.
During this phase of organizational life, the leader operates as a change agent.
When the external environment changes sufficiently, the strengths of the organization
that were institutionalized during the sustaining period to ensure long-term success
now need changing and undoing. The challenge for the leader is not only to bring
in new things, but also to unlearn old things that no longer work.
For leaders to be able to lead organizations through such a period of change,
says Schein, requires “the emotional strength to be supportive of the organization
while it deals with the anxieties attendant upon unlearning processes that were
previously successful,” and they also need “a true understanding of cultural
dynamics and the properties of their own organizational culture.”
The change agent leader cannot change culture merely by trying to eliminate
those areas that are no longer required, or that are dysfunctional, argues Schein.
Instead, the leader must “evolve culture by building on its strengths while letting
its weaknesses atrophy over time.”
Pronouncements of change, change programmes, and projects will not do
either. The leader has to embody the changes required, to lead by example. The
leader is transformed along with the organization. If the culture is, however, too
entrenched in the ranks of senior executives, or elsewhere in the organization, the
leader may have to implement a turnaround. Turnaround leaders often have to
embark on a clear out of the old. Layers of management go, taking their outmoded,
redundant, unproductive cultural values and beliefs with them. Organizations are
deconstructed and rebuilt. The old culture is destroyed, while the leader establishes
the conditions to create new cultural elements of the organization.
Change is particularly challenging, and requires a broad set of skills. As
Schein notes: “It is more correct to think of this point in the organization’s history
as a time when the organization-building cycle starts afresh. Turnaround
managers can then be thought of as needing many of the same qualities as
entrepreneurs, particularly the ability to animate a new organization. In addition,
however, the turnaround manager must deal with the anxiety and depression of
the employees who remain and who feel guilty that they survived while many of

their colleagues and friends did not. Rebuilding their motivation and commitment
often requires higher levels of animation than building an organization in the
first place.”
About the authors

Georgina Peters is a business writer who contributes to publications
worldwide.
Resources
Edgar H Schein, “Leadership and Organizational Culture”, in Frances
Hesselbein, Marshall Goldsmith, & Richard Beckhard (Eds.). The Leader of the
Future, Jossey-Bass, 1996.
50
‘The greatest discovery
of all time is that a
person can change
his future by merely
changing his attitude.’
OPRAH WINFREY

EDIVANDRO CARLOS CONFORTO, RICARDO VIANA VARGAS &
TAHIROU ASSANE OUMAROU
Using crisis as a catalyst

for transformation
M ost organizations are not well prepared to deal with a serious crisis. The
end result of a crisis can either help transform the organization or leave it
in a very dangerous position. Crises can evoke fight-or-flight conditions, which
are a physiological reaction in response to perceived danger, attack, or threat to
survival. In animals, as well as humans, this is a natural response mechanism
that helps keep us alive.
Consider the crisis that Johnson & Johnson faced in 1982. You have probably
heard the name Tylenol before, one of the most common painkillers available in
the market. In September 1982, seven people in and around Chicago died after
consuming capsules of Extra-Strength Tylenol. The capsules were laced with
cyanide. At the time, Tylenol was Johnson & Johnson’s best-selling product,
making up 17 percent of the company’s net income in 1981.
Experts predicted that the company would never recover. But, only two
months later, Johnson & Johnson was back on track with improved, tamperproof
packaging and an extensive media campaign.
What helped Johnson & Johnson to overcome this terrible crisis was not luck
or magic. It was effective leadership and action, with the right approach to crisis
management. The business followed a deliberate sequence of decisions and
process changes to create a position of strength after the crisis had almost
destroyed it.
First, the company prioritized consumers. All 31 million bottles of Tylenol
capsules on store shelves were recalled and consumers were offered a
replacement product free of charge. Leadership was key. As well as taking
immediate action to pull the product off the market, Johnson & Johnson’s
chairman, James Burke, took a transparent approach with the media and public.
He released a full chronology of actions the company had taken in the month
that followed the start of the crisis. Johnson & Johnson’s responses were extremely
expensive, but the right actions and practices helped the organization transform
itself, and today it is a global pharmaceutical powerhouse.
52
EDIVANDRO CARLOS CONFORTO, RICARDO VIANA VARGAS & TAHIROU ASSANE OUMAROU
USING CRISIS AS A CATALYST FOR TRANSFORMATION
Of course, Johnson & Johnson is not alone. Examples of crises that threaten
organizations’ reputations, image, and market value are everywhere. They are
industry agnostic and occur on a global scale as consumers, markets, and our
economies are more connected than ever. Recent examples include defective
lithium batteries in Samsung phones that were prone to explosion and banned
from flights in the US, the Facebook data breach by Cambridge Analytica, the
deadly accidents caused by Tesla autopilot problems, and the tragic accidents
during 2019 involving two Boeing 737-MAX planes.
To better understand what happens during a crisis, and most importantly,
what leaders can learn from a crisis situation that can help organizations to
transform, Brightline Initiative partnered with Quartz Insights to conduct a global
study. Our goal was to uncover ways organizations could leverage the experience
of a crisis and use those learnings to improve their performance and
transformation capabilities.
The study comprised both qualitative research and interviews with senior
executives who had experienced a crisis situation in the past. Candidates
represented different industry sectors and all had managed a team or organization
through a crisis. Using a qualitative study, 1,258 executives and managers
around the globe were surveyed to investigate specific aspects of crises. The
sample was selected based on geographic representation, organization type
and size, including government, non-profit, and the private sector. There are key
learnings on both why crises happen, and what can be gained from them.
Understanding crises
Crises are inevitable. As pointed out, organizations are facing, have faced,
or will face a crisis that may threaten their existence at some point. The study
confirmed this argument, with 68 percent of respondents agreeing with the
inevitability of their organizations facing a crisis in the future. There is also
evidence that crises are usually a sign of poor leadership (Exhibit 1), regardless
of whether it is in the private sector, non-profit or government, and the size of the
organization. A CEO from an aerospace company stated in the report:
“A leader has to understand that dealing with a crisis requires a change of
culture, and when they don’t understand that, things will quickly spiral out of control.”
Operational processes also come under scrutiny during crises. Respondents
indicated that the organization must work to shift priorities and change team
structure, as well as shift the operating mindset to act quicker. Sometimes, this
means teams will go from making decisions over days and weeks to making

decisions in a manner of minutes. “In crisis, there needs to be accelerated
decision-making, a tighter grip on direction from the top executive leadership,”
said a government consultant.
Perception that the crisis was a symptom of poor

leadership, by crisis severity
71%
Threatened
existence
Extremely 56%
serious
Serious 48%
Somewhat 47%
serious
0% 10% 20% 30% 40% 50% 60% 70% 80%
Exhibit 1: Perception that the crisis was a symptom of poor leadership, by crisis severity.
Source: Learning from crisis mode: implications for better strategy implementation.
Brightline Initiative, a special report by Quartz Insights, 2018.
But the question that we were more interested in was what happens when
some organizations are facing a crisis situation? What changes might they
experience in their leadership, processes, team dynamics, and culture? What
can organizations learn from a crisis?
The crisis mode

When organizations face crises, their natural reaction is to go into what the
research calls “crisis mode.” “Crisis mode” is the operational realities of an
organization in crisis, including shifts in ways of working and employee responsibilities.
It seems some organizations radically change the way they do things. A full 93
percent of respondents said their organizations went into “crisis mode” when crises
hit them and over half (59 percent) agreed their organizations were facing an
extremely serious crisis, or a crisis that threatened the company’s existence.
Entering crisis mode has to be a deliberate action, and organizations should
recognize that this state of work helps them to recognize the threats and examine
their ways of working, learn from specific changes, and learn how to capitalize on
54
key opportunities that a crisis can produce. The report clearly shows the opportunities
that can emerge from a crisis mode state, and if the organization fails to act on these
they will be unable to make substantial improvements in the way they work.
Effects of crises
It is not only about problems and challenges. Crises are ways to improve
performance, if they are leveraged the right way. For instance, of the respondents
who said they went into crisis mode when facing a crisis, 78 percent declared
their strategy implementation capabilities grew stronger as a result of the crisis.
They also agreed that modifications to team structures that were introduced
as a result of the crisis remained in place (79 percent), close working partnerships
between cross-functional teams continued (74 percent), and a clearer
understanding of the organization’s priorities renewed its vision and sense of
direction (71 percent).
One senior partner and managing director of a large consulting company asked:
“Why can’t we have this degree of cooperative effectiveness more

commonly in our organization? Why does it take a crisis for us to
operate this way? How can we take at least a portion of this magic and
make it a more common element of business as usual?”
In fact, the right answers for these questions will depend on an organization’s ability
to leverage the “crisis mode” and use the learnings to transform the way it works.
Leveraging crisis to transform

You can (and should) use crises to develop some of the key competences that
will help your organization transform. The study identifies four areas where key
capabilities need to be developed to transform organizations.
• Focusing on what matters

Prioritizing initiatives is a key success factor when facing crises. The ability to
identify what is critical and focus resources on it is paramount. Teams need to
encourage smart simplicity, by staying focused and keeping things as simple as
possible to rapidly react to changes in the organizational environment. Leaders
need “people who can get to the core of an opportunity or threat, understand the
drivers, deliver the information, take the action you need in the way you need it.”
Of 75 percent of the respondents who reported a “crisis mode” environment,

91 percent reported making changes to their prioritization of initiatives, and
88 percent changed their team’s priorities and dedication to initiatives.
A simple and effective way to identify key initiatives is how Steelcase, the
100-year-old furniture company, applies prioritization to all projects. The company
divides initiatives into three main categories: Now – projects that are closest to the
core business and demand immediate attention; Near – near-term initiatives that
require building internal capabilities to respond to market shifts; and Far –
investments in future projects with long-term shelf lives. With this approach, the
company is able to prioritize what is critical for its transformation and maximize its
resources with the right mix of investments across all three horizons.
• Need for speed

During a crisis situation, timing and the ability to respond quickly define
whether the organization will successfully overcome the crisis or succumb. The
study found that organizational decision-making was 10 percent more likely to
have sped up during the crisis, increasing productivity and efficiency, rather than
increasing error rates and quality issues. Eighty-one percent of respondents
believed that business processes benefit from adaptation, as the crisis reveals
weaknesses and strengths, rather than believed that business processes would
suffer because unproven processes were adopted as a response to time
constraints.
As a Chief Reputation Officer at a public relations agency stated in the
report, “being forced to deal in the time constraints and under the pressure of a
crisis forces you to identify roadblocks to getting things done.”
Similarly, teams were 11 percent more likely to increase their effectiveness in
response to the crisis because of the challenge than they were to decrease
effectiveness because of the emotional turmoil.
• Power to the people

Those organizations that performed well during a crisis situation believe that
crises help to uncover talented leaders from within the organizational ranks, allowing
those leaders to advance (75 percent), and this is why empowering key employees
to take the lead on transformation is essential during a crisis.
The study revealed that respondents did not agree that responsibility for
successfully resolving the crisis rested with the organizational leadership team more
than employees. In crisis mode, non-leadership employees are motivated to take
ownership of the situation, an attitude that has clear benefits in post-crisis scenarios.
56
“I think in a true crisis, it becomes an all-hands-on-deck situation where even the

most senior leaders need to roll up their sleeves and get into the dirty work just to
show solidarity on some level,” said a marketing director from a healthcare company.
In addition, modifications to the organizational and team structures as a result of
the crisis were more likely to leave long-lasting impact and benefits, and close-working
partnerships between cross-functional teams continued after the crisis was over.
ING, the Dutch banking group, uses agile techniques to improve speed and
collaboration. The company created the “One Way of Working,” a strategy that
incorporates the principles of “agile” methodology to improve flexibility, innovate
faster with shorter time to market, minimize handovers, and provide employees
with greater freedom and responsibility than in a traditional company approach.
Dina Matta, Head of the Global Transformation Office at ING, stated:
“As you empower people by being clear on a strategy’s purpose, and

empower teams to participate in the decision-making process, they have
a lot more ownership [and] a more direct impact on business
performance and strategy execution.”
• Committing to communication
Communicate, communicate, and communicate. There is no question that
during a crisis a successful resolution depends on communicating widely and
effectively.
Improved understanding about the organization’s vision and goals, and a
clear sense of direction will help organizations navigate any type of transformation.
Don’t just assume your people will get it – you must firmly establish a shared
commitment to communicate and get buy-in from people about what needs to
be done. A retired firefighter observed:
“You have to communicate. You could have all the strategic plans and
all the strategies you want, but if you don’t have people that have
bought into that, and if you are not communicating as a boss to your
subordinates, they’re not going to understand what they’re doing and
why they’re doing it. The big thing is why, why are we doing this? If you
can’t communicate that, you shouldn’t be doing the job!”
Open, clear, and constant communication helps employees to understand

the context and why their work is critical to solving the crisis.

About the authors
Edivandro Carlos Conforto is the Head of Strategy Research at the
Brightline Initiative.
Ricardo Viana Vargas is the Executive Director at the Brightline Initiative.
Tahirou Assane Oumarou is the Director of Operations at the
Brightline Initiative.
Resources
Judith Rehak, “Tylenol made a hero of Johnson & Johnson: the recall that started
them all”, New York Times, 23 March, 2002. https://www.nytimes.
com/2002/03/23/your-money/IHT-tylenol-made-a-hero-of-johnson-johnson-
the-recall-that-started.html
Hayley Tsukayama, “How Samsung moved beyond its exploding phones”,
Washington Post, 23 February 2018. https://www.washingtonpost.com/business/
how-samsung-moved-beyond-its-exploding-phones/2018/02/23/5675632c-
182f-11e8-b681-2d4d462a1921_story.html?noredirect=on
Alex Hern and Jim Waterson, “Facebook in ‘PR crisis mode’ over Cambridge
Analytica scandal”, The Guardian, 24 April 2018. https://www.theguardian.
com/uk-news/2018/apr/24/facebook-in-pr-crisis-mode-over-cambridge-
analytica-scandal-outrage-hallow-aleksandr-kogan
Nicky Woolf, “Elon Musk Twitter rant a ‘case study’ in how not to handle a crisis,
experts say”, The Guardian, 7 July 2016. https://www.theguardian.com/
technology/2016/jul/07/tesla-elon-musk-autopilot-death-crisis-management
Sinéad Baker, “Boeing 737-MAX Fatal Crashes”, Business Insider, 29 May 2019.
https://www.businessinsider.com/airline-disasters-crashes-that-changed-
aviation-2019-5
Quartz Insights in collaboration with the Brightline Initiative, “Learning from
Crisis Mode: Implications for Better Strategy Implementation”, 2019.
Brightline Initiative, “The Ten Brightline Initiative Guiding Principles”, https://www.
brightline.org/principles/
“Organizational Transformation: How Steelcase Developed a Strategy for
Growth in a Changing Workplace”, Brightline Initiative & Forbes Insights Case
Study Series. https://www.brightline.org/resources/how-steelcase-developed-a-
strategy-for-growth-in-a-changing-workplace/
“An Agile Blueprint for Effective Strategy Execution at ING Group”, Brightline
Initiative and Forbes Insights Case Study Series. https://www.brightline.org/
resources/an-agile-blueprint-for-effective-strategy-execution-at-ing-group/
58
‘An organization can’t
transform unless its people
transform. And its people
won’t transform unless
their managers and
leaders transform. Leaders
and managers must role
model the new desired
mindsets and behaviours
that are necessary to
successfully accomplish
the transformation.’
EDWARD HESS & DONNA MURDOCH

CLAUDIO GARCIA, KAIHAN KRIPPENDORFF, ZACHARY NESS
& 13 THOUGHT LEADERS AND HEADS OF STRATEGY
Four transformation traps

and how to avoid them
E veryone knows that transformation is a reality for business organizations
trying to navigate and compete in the complex and unpredictable world in
which we find ourselves. If that’s so – if it’s such a broad, shared experience –
why do so many struggle with transformation? Why does it appear that the
majority of organizations that leap into transformations do so with only a minimal
understanding of the human and social implications of their decisions?
Those are the questions that we – a group of 16 senior executives and
thought leaders with expertise in strategy and transformation – wanted to identify
and analyze. (All those who contributed are listed at the end.) In short, we wanted
to know the main barriers that organizations fall prey to as they attempt otherwise
worthy transformations.
We certainly had a lot of possible traps and barriers from which to choose.
From unrealistic expectations for growth, to profoundly underestimating the
amount of time and effort required to implement transformation initiatives, to
failing to build support and understanding about why the transformation is needed,
it’s clear that far too many organizations are incapable of executing a successful
transformation.
We started with a comprehensive review of business literature to see what
possible range of problems others had identified. This generated a collection of
22 potential barriers. Then, the members of our group shared our collective
experience – we each have more than 20 years of experience with transformation
and change – to identify the most common transformation problems we
encountered during our own careers.
We rated the potential barriers on a scale from one to seven (where
one is “not often at all” and seven is “pretty often”). We relied heavily on
our own experiences, and setbacks, as individuals, while overseeing
transformations.
60
CLAUDIO GARCIA, KAIHAN KRIPPENDORFF, ZACHARY NESS & 12 THOUGHT LEADERS AND HEADS OF STRATEGY
FOUR TRANSFORMATION TRAPS AND HOW TO AVOID THEM
Based on your experience, how often do the blockers

below happen in transformations?
Not that often Pretty often
High 01
02
13 03
Level of Agreement
18
07 04
15 09 4 key
22 21 20 12 Barriers
05
19 17 06
08
11
14
10
16
Low
01 Legacy Mindset is still predominant

02 Culture change required for transformation is not clearly articulated
03 Not connecting the transformation to employees at an individual level
04 Did not prepare organization (culturally, capability wise, etc) for change
05 Leadership (lack of)
06 Refusing to let go of old businesses and divesting
07 Trying to use old processes
08 Excessively focusing o technology, rather than the desired outcomes and the end goal
09 Power structures and hierarchy do not change
10 Not having a clear purpose or guiding north star for the organization
11 Too much focus on core
12 Failing to leverage data
13 Not identifying or hiring the right people
14 Setting timelines with unrealistic expectations
15 Not getting rid of people
16 Lack of options and capability preparation
17 Taking too narrow an approach (lack of diversity in options portfolio)
18 Timing is off
19 Disbelief that it is possible
20 Pick the wrong lane
21 High-cost failures
22 Lack of cash
Image 1: 22 barriers to successful transformations
Once we had identified the four most common barriers, we found there was
a common thread connecting them: all were closely associated with purely
human aspects of transformation.
Interestingly, we determined that as transformations are designed and
executed, few organizations are aware of just how important the top four barriers
are to the fate of their transformation initiative. In other words, these problems
are typically ignored right up until the time the transformation is derailed.

The top four barriers to a successful transformation
Legacy mindset
Legacy – the deeply ingrained, long-held way of thinking and doing things – is
a powerful force in many organizations. Often, people who have built companies,
or who have been in leadership positions for extended periods of time, resist
taking the time to challenge their legacy mindset, even when the old way of doing
things is not working anymore. Moreover, they have so much confidence in their
traditional mindset and processes that they resist or even try to undermine a
transformation. Legacy also skews our perceptions about why things are not
working well. In organizations where legacy eclipses everything else, leaders will
blame a lack of success on the failure of others to follow the legacy mindset. They
will fire internal advocates of transformation, and dispose of consultants and
partners who may be offering them an argument for change. It is essential to
understand and address legacy early on in the transformation process.
Failure to build support for transformation

The idea that culture trumps strategy is well understood. So much so that it
has become a mantra for leaders and thought leaders when discussing best
practices in transformations. Despite this understanding, far too many
organizations naively neglect this critical, subjective side to any transformation.
As a result, these organizations fail to attract a critical mass of people necessary
to shift the behaviours and thinking necessary for a true transformation. This is
often due to inconsistent and conflicted messaging about the vision and purpose
of the transformation. Middle managers are the most vulnerable group to this
trap, given that they are faced with the pressure from senior leaders to transform,
the increasing need to collaborate with peers, and the resistance of their direct
reports. They try to manage all of these potentially conflicting relationships
without having a clear idea themselves of why they are doing what they are
doing. They should be the architects of the changes.
It is not just about understanding their perspective, or communicating more.
It is about building internal mechanisms to source ideas, improvements,
structures, approaches, etc., from across the organization and thus enrich the
vision of what the transformation can be and how it can be achieved.
Underestimating the importance of preparation

When you need to perform an important task, you first must take the time to
prepare. However, far too many organizations assume that their employees
62
already have the capacity and skills to change or do new things, and thus need
minimal preparation and support. These organizations are focused almost solely
on how quickly their employees can change the way they do things, without
taking the time to ask whether their people need help to successfully transform.
“Just go and do it” is the prevailing message, even if the gap between the old
way of doing things and the new ways is broad and profound. It’s simply
unrealistic to expect thousands of employees, in the case of large organizations,
to learn a broad range of new skills and processes with no specific assistance.
Consistent and adequate support is an absolute necessity.
Not connecting transformation to employees at an individual level

Most transformations are communicated top down, which ignores the
organic relationships among individuals and their emotional connection with the
organization. Independently of what’s being decided at the top, individuals will
consciously or unconsciously react to the new reality of transformation, but not
always in a positive way. When transformation does not account for an
employee’s personal experience or perspective, and they feel that it is being
foisted upon them without any consultation, they will lose energy and enthusiasm
for the plan. They will focus on surviving the transformation, rather than thriving
in the organization’s new reality.
Organizations should know and prepare themselves better

Far too many transformations fail unnecessarily. The traps that can derail
success are plentiful, but they are known, and some matter more than others do.
So by focusing your attention on predicting and preempting just four, your
chances of success will greatly improve.
• Understand that any successful organization will produce legacy mindset

to challenge the change you are pursuing. Assess from where it will
appear, look for signs of its emergence, and act accordingly.
• Establish a mechanism and practices that will build internal support for
the transformation, particularly with the middle-manager group.
• Be realistic about the amount of preparation transformation will take,
giving people the time to change and setting expectations for the speed
of change that the organization can meet.
• Connect the transformation to employees at an individual level so they
understand and embrace the new reality.

In these scenarios, organizations lack a bare minimum of human and cultural
infrastructure to execute the transformation. The original idea behind the
transformation may have been sound, but with so many traps and barriers, it will
never reach a point where people can see it live up to expectations.
In the absence of preparation and knowledge, organizations try to be bold
and create high expectations often without realizing just how difficult it will be to
achieve the vision of transformation. Organizations need to be a bit more
sceptical about their own hype and do a better job of knowing themselves, and
how their vulnerabilities and limitations can derail the big vision.
Also, leaders neglect the personal human contact necessary to manage a
transformation. They must engage in extensive and exhaustive interactions and
face-to-face conversations at all levels to overcome conflicts, resistance, and
build a psychological commitment to transform. It means that they may need to
accept short-term losses to guarantee long-term gains and be able to
communicate that to all involved, including shareholders.
It’s important to remember that your employees are not superheroes. They
cannot absorb change without the support they need to develop the capabilities
necessary to transform. Terminations may be necessary, but it’s unrealistic and
expensive to believe that you can find all needed skills in the external labour
market, just as it is unrealistic to expect existing employees to adapt and learn
unconditionally. You need to work with your existing people to help them reskill,
upskill, and reach their full potential within a transformation.
Along this journey, you will find that candor, presence, and the willingness to
support individuals will build trust in a transformation. That is the unique element
that allows organizations to fail and learn fast, reduce unnecessary entropy, and
build success.
Not all organizations fall in those traps at the same time and with the same
intensity and many have learned how to mitigate them. Otherwise we wouldn’t
see so many successful transformations around. But they exist and were the
focus of this article based in our experiences.
It all seems too obvious. If only more organizations got with the programme.
Coordination and Contributors:

Claudio Garcia, EVP Strategy and Corporate Development, LHH
Kaihan Krippendorff, Founder, Outtthinker
Zachary Ness, Senior Associate at Outthinker
64
Contributors:
Maeve Colburn, SVP Learning for Transformation, L’Oreal North America
Elizabeth Haas Edersheim, Adjunct Professor, New York University (NYU)
and author of The Definitive Drucker
Kenneth Eng, SVP Group Strategy and M&A, Holtzbrinck/ Macmillan
Norman S. Guadagno, SVP Marketing, Carbonite
Cheryl McRae Lebens, VP, Chief Strategy Officer, Grange Insurance
Abhay Nayak, Head of Corporate Strategy, Zoetis
Chris Nuttall, Managing Partner, Laird Partners LLC
Caroline O’Connell, former Chief Marketing Officer of Investments Services
BNY Mellon and Chief Strategy Officer, Pershing
Bethany Rodenhuis, EVP of Transformation and Northwestern Mutual
Jessica Saperstein, SVP Global Strategy, Avis Budget Group
Milena Schaefer, Board Member, Millington Bank and SVP of Strategy and
Operations, PVH Corp
Tom Sholes, Chief Strategy Officer, Head of Global Strategy and Product
Management, BNY Mellon/Pershing

‘Think of this point in the
organization’s history as a
time when the
organization-building
cycle starts afresh.
Turnaround managers can
then be thought of as
needing many of the same
qualities as entrepreneurs,
particularly the ability to
animate a new
organization.’
ED SCHEIN
66
ALEXANDRA LEVIT
Transformation in the
21st century: how not to
implement change initiatives
T he modern business world is evolving rapidly, and organizations that wish to
be successful must be willing to embrace new ways of doing things. But even
well-meaning, agile leaders often face an uphill battle when it comes to
transformation, for the mechanics of making change happen can be difficult,
especially when in a complex structure like an organization. But some techniques
are better – and more likely to result in lasting change – than others.
Strong and innovative ideas and theories are not enough. Just as critical are
effective planning, communication, and implementation processes. Here are 14
change initiative mistakes to avoid as you undertake digital and other types of
business transformation.
1. Driving from the bottom instead of the top

Any successful change strategy requires the enthusiastic involvement of
managers and employees on the ground, and bottom-up goal setting is terrific for
innovation and morale. However, unless you work in an organization with no
hierarchy (and then you have other problems), your proposed change won’t go
anywhere without executive buy-in and ongoing support. So, get it and get it early.
2. Assuming everyone agrees

It’s a mistake to believe that the majority perspective mirrors yours, even if a
certain point of view seems obvious. For example, it’s tempting to think that
everyone would naturally support a flexwork or automation initiative, but without
polling and/or focus groups with representation from all functions and roles
across the organization, you really can’t be sure of anything. Even if you’re in
growth mode and are under pressure to act, do your due diligence before
pulling the trigger.

3. Relying solely on logic
It’s necessary to build a bulletproof business case full of rational and objective
arguments for your strategy, but don’t forget passion, fire, and story. Unless
people can feel the problem you are trying to solve, they won’t be motivated to
help you. There’s a happy medium here, though. You must create a sense of
urgency and use emotion to persuade people to action without coming across
as over the top.
4. Insisting everyone fall in line right away

There’s a reason the most popular new style of management is called
transformational leadership. The era of command-and-control – hierarchical
dictatorships – is long behind us, and today’s most effective leaders understand
the need to introduce change gradually and in a non-threatening manner.
People may not accept and 100 percent support your strategy right away, and
that’s okay. Ongoing discussion is part of the process.
5. Defying your culture

Corporate culture is an unseen, but tremendously powerful, force. In any
organization, so much goes on behind the scenes of organizational charts,
mission statements, and annual reports. Gaining an in-depth understanding of
what drives your culture is a critical step in undertaking any change strategy,
even those that aren’t technically “culture” initiatives.
6. Giving non-negotiable direction

Change strategies should include specific rollout plans and timelines, but
they should also incorporate wiggle room for managers and employees to
customize their implementations and put their unique signatures on the effort.
Acting like a tyrant and micromanaging everything is not likely to endear you –
or the initiative – to the organization.
7. Leaving out implementation specifics

On the flipside of this, you can’t unveil a proposed change strategy and
leave your organization to its own devices. In most situations, the “how” is far
more complex than the “what,” and you may need to explain exactly what your
plan means to individual groups and employees. How will it impact their daily
responsibilities, the way they communicate, and the way they execute
deliverables? Don’t assume people will automatically make the right connections:
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ALEXANDRA LEVIT
TRANSFORMATION IN THE 21ST CENTURY: HOW NOT TO IMPLEMENT CHANGE INITIATIVES
spell them out whenever possible and realize that some ongoing training and
coaching may be required.
8. Focusing too much on the kickoff

We’ve all been there. Someone has a great concept, everyone else jumps on
board, and in short order the initiative becomes more about the launch than the
organizational change itself. Remember that the launch day is just that – a day.
It’s fine to plan a celebration, but make sure you follow it up with clear and
sensible execution.
9. Going public prematurely

There’s no better way to undermine your initiative than to have employees hear
about it from outside the organization. Especially if you work at a large or publicly
traded organization, details may either be purposefully shared or accidentally
leaked to external stakeholders such as analysts and journalists. If you don’t want
to start off on the wrong foot with a lot of peeved employees reading about your
plans online, emphasize confidentiality until you are ready to announce.
10. Ignoring detractors

Inevitably, some within your organization will resist your proposed change.
They’ll all have their reasons. It’s human nature to avoid conflict, but if you’re
wearing blinders when it comes to opposing viewpoints and either direct or
subtle attempts to block your progress, you’re setting yourself up for trouble later.
Instead, anticipate objections, plan your response, and communicate
systematically with those who don’t agree.
11. Not digging deep enough on resistance

There will, of course, be times when you can and should win over your
detractors. But in other situations, people will resist your idea for genuinely good
reasons. They may, for instance, be privy to inside information illustrating why
the initiative won’t work. Before proceeding, investigate if there is more to the
story than a disgruntled employee. You may uncover information that will help
your case in the long run.
12. Failing to execute a rollout/communication plan

Speaking of communication, recognize that informing the organization
about the strategy at frequent intervals is essential to any change initiative.

Ensure that you have enough resources to accomplish your goals AND talk to
people about them. Target your message to the needs of different organizational
groups, solicit feedback often and put systems in place that facilitate an ongoing,
two-way dialog.
13. Pushing for full as opposed to incremental change

When I advise clients who say they’re procrastinating because they’re
overwhelmed by the sheer size of a task, I encourage them to break down the
assignment into manageable chunks that can be accomplished one step at a
time. Recognize that the scale of some transformations will naturally cause
people to bury their heads in the sand. So instead of insisting on an overnight
implementation, provide one or two small steps that are easy to achieve and will
result in increased momentum and cooperation.
14. Measuring faraway outcomes

Meaningful organizational change often takes years, yet most people lose
interest in an initiative after a few weeks or months. Be prepared for this, and
bolster excitement and commitment by continuously rewarding the
accomplishment of shorter-term goals. Also, don’t stick too rigidly to your
original plan. Successful long-term change requires constant re-evaluation and
adjustment based on the ebb and flow of business.
Even if you have lived and learned and no longer make these mistakes in
your transformation efforts, there are bound to be thorny issues and frustrating
setbacks. Be patient with your people and yourself and remember that while
transformation may not be the easiest path, it is certainly the smartest and most
essential to 21st century success.
About the author

Alexandra Levit (alexandralevit.com) is the author of Humanity Works:
Merging Technologies and People for the Workforce of the Future. She is a
Thinkers50 2019 Radar Thinker.
70
‘Don’t judge each day
by the harvest you reap
but by the seeds that
you plant.’
ROBERT LOUIS STEVENSON

FABRIZIO SALVADOR
A roadmap for creating

digitally-enabled
organizations
M any managers struggle to see a clear path towards creating digitally
-enabled organizations. It is not clear what digitalization investments
should focus on, how they can be justified financially, and how the organization
can be steered towards embracing these technologies. The plethora of vendors,
system integration and digital transformations consultants adds further confusion
to these important questions, leaving many organizational decision makers
uncertain about how the digital transformation should be staged.
The shiny visions of highly automated operations where artificial intelligence
drives countless decisions and activities, albeit fascinating, generate realistically
unattainable expectations that can ultimately paralyze the change process. Rome
was not built in a day, and the companies that created the most advanced digital
environments took their time to do so.
Consider the case of Siemens’ Nuremberg factory, which assembles industrial
controls equipment. This site is a flagship factory where Siemens showcases a
mind-blowing level of automation – human intervention is mostly left to exception
reporting and control functions. Monitoring and connecting real-time data
about products, processes, environmental conditions, and quality controls
results in a whopping 99.9988 percent non-defective end products. When
asked how they achieved this “miracle,” plant managers offered a shocking
answer: “There was no revolution here. We constantly invested in improving and
automating the factory for three decades.” As a result, the plant has multiplied
by ten its output without increasing its workforce.
Many companies are far from where digital champions are. How can they
get there, step by step? After interviewing hundreds of executives with digitalization
responsibilities, my research points to four main stages that must be considered
to drive this transformation. I refer to these as groundbreaking, experimenting,
piloting, and scaling.
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FABRIZIO SALVADOR / A ROADMAP FOR CREATING DIGITALLY-ENABLED ORGANIZATIONS
Groundbreaking
We all too often assume that companies have stores of high-quality data that
span years of operations, ripe for being exploited. More often than one would
expect, this data is not available, paper-based, incomplete, scattered across
different systems and organizational units, or has serious quality problems. Most
data lakes are dry lakes, or wetlands at best. For instance, until recently, Audi
had only paper-based information about quality checks for some of its automotive
assembly lines. A Ford assembly plant had a digital assembly line quality control
system but, to save on data storage costs, it deleted process quality data six
months after collection.
With inadequate data it is difficult to build effective digital solutions, so the
first stage often entails creating a data collection infrastructure that feeds a to-be
data lake. How can such an investment pass internal filters for investment
decisions? The fundamental idea is that data collection systems are indeed
monitoring and control systems – and monitoring brings disciplined and efficient
execution. The payback of a state-of-the-art data collection infrastructure is
ensured by enhanced control and visibility. But the real outcome is the creation
of a potentially invaluable data lake.
Experimenting
Having a data lake is a good starting point but what to do with it is not clear
to many managers. No wonder a frequent complaint is that “I do not know how
to argue for the effect of digital initiatives on Return On Investment.” Besides
this, investments aimed at exploiting data lakes raise expectations that may hurt
the reputation of the proponent if the results turn out to be disappointing. For
instance, Gartner deemed 90 percent of data lakes created through 2018 to be
useless, as the organization is unable to generate significant value from the data
stored. When uncertainty about the business potential of a data lake is high,
then experiments – not pilots – are the way to go. The fundamental idea of
experiments is to investigate cheaply a working hypothesis. Unlike projects,
discovering that something we hoped was possible is not possible does not
qualify an experiment as a failure. It is valuable learning. Learning and reducing
uncertainty is the goal of experiments.

Experiments in the journey towards digitalization should use limited resources
for a brief amount of time to investigate essentially two things. First, can any
useful decision support tool (e.g. an algorithm, recommendation agents, etc.)
be built based on statistical inferences from the data lake? For instance, an
application service unit of IBM discovered that a regression-based tool could
forecast the time it took to fulfill a customer request with two-digit accuracy
improvement compared with human planners. Second, since people may be
sceptical and even oppose the creation of these systems, the second experiment
was aimed at creating a simulated user interface. This simulation enabled users
to grasp the potential benefits of the digital solution, and IT people to understand
and assess the kind of changes that were needed to the ticketing system for
solution implementation.
Piloting
Once management knows what value-adding analytics to build from a data
lake, and is less uncertain about the associated costs and benefits, then it is time
to launch a real pilot, or even to revamp an existing process. At this stage the
interest lies in improving hard business metrics, be they related to efficiency,
customer service, or financial performance. Through pilots, managers can also
explore the appropriate way to organize two distinct groups of stakeholders in
digitalization initiatives: algorithm developers (i.e. those who create the
algorithms based on data lakes) and algorithm deployers (i.e. those who embed
these algorithms in the systems employees use in their everyday work). Pilots
provide answers to important questions. Which specialists should be in the two
groups? How should their efforts be evaluated? How open should these groups
be to non-organizational members? How centralized versus decentralized
should they be in different organizational areas, units, and subsidiaries?
An example of a successful digitalization pilot is offered by the Princes Group,
a fast-moving consumer goods manufacturer based in the UK. Facing strong
demand and capacity-constrained facilities, the CFO was interested in increasing
equipment output. This directly translated into ensuring that loss of productive
time, for example due to preventive and reactive maintenance, was minimized.
The algorithm developers (which mostly included external consultants and
production engineers) created algorithms that set time goals for worker activities
based on ongoing process parameters. For instance, in case a specific piece of
equipment broke, the algorithm could calculate how much time the serviceman
had to fix the glitch before the process incurred a production loss. Essential to
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FABRIZIO SALVADOR / A ROADMAP FOR CREATING DIGITALLY-ENABLED ORGANIZATIONS
the success of the pilot was the team of algorithm deployers, which also included
workers, supervisors, IT specialists, as well as external industrial IT specialists.
This team defined how the algorithm interfaced with the data collection platforms
connecting the target production line, the line overhead displays, as well as a
specific “app” that was plugged into the line so that maintenance and production
engineering personnel could analyze data on line performance. The result was
an almost 20 percent increase in the line output, which directly translated into a
two-digit revenue increase.
Scaling
An ever-growing concern of managers, especially those working in
sophisticated multinational firms, is the need for scaling “local” initiatives
(oftentimes, local “pilots”) so that they can be easily transferred to other processes
or facilities within the corporation. Without this final step, independent teams are
likely to “rediscover the wheel” and produce limited, local, returns to their efforts
in digital innovation, without making a real competitive difference. However,
ensuring scalability of solutions is not a trivial problem, because the solution
needs to be flexible enough to be adaptable to different processes and facilities.
The key concept to ensure that local pilots turn into global solutions for a
large company is the creation of corporate digital innovation platforms. The
idea of a platform is to facilitate the connection of solutions developers and
solution users, enabling many different users to adopt the solution created by
one developer. To this end, companies such as General Electric have created
“digital twins,” which are digital representations of an asset or process that can
be paired to a “standard” algorithm to support the management of that specific
asset or process. When you move from a local to a platform solution, in other
words, algorithm development also includes the creation of digital twins. For
instance, the digital twin of a wind turbine collects data on the “history” of that
specific turbine (failure events, repairs, past configurations, etc.) and couples it
with a standard predictive maintenance algorithm from the Predix platform to
reduce downtime and increase energy generation. Also, the deployment of
digital solutions in a platform system must accommodate local interface
requirement. For instance, different electric companies – say Germany’s E-ON
versus Spain’s Iberdrola – may require different information displays for their
technicians. Compared with a pilot, a platform solution must embed a
customizable interface that eases its adaptation to local conditions.

Of course, the development of digital platforms requires central oversight to
ensure that safety and quality standard are met by locally developed solutions.
Likewise, proper incentives should be provided to local innovators. Developing
scalable solutions entails a greater effort than developing local solutions: it is
essential that some of the global benefits generated by the scalable solution be
shared with the local innovator in order to make this effort attractive.
When an organization wants to assess the readiness of its digitalization
roadmap, it must be clear that the maturity of the organization on a certain type
of solution may be low – say at the “groundbreaking” stage, while for other types
of solutions it may be higher – say at the “pilot” stage. What is important is to
understand the overall picture. And that at each stage, the goals pursued by
digitalization initiatives are different.
About the author

Fabrizio Salvador is a Professor in the Operations & Technology Area at
IE Business School in Madrid. He is a Thinkers50 2019 Radar Thinker.
76
‘They always say time
changes things, but you
actually have to change
them yourself.’
ANDY WARHOL

EDWARD D. HESS & DONNA MURDOCH
Fear: The big inhibitor

of innovation and
transformation
M omentum is growing in the corporate world – more and more companies
are realizing that the convergence of advancing technologies will
fundamentally change how we live and how we work.
This realization has led some leaders to initiate either a digital transformation
or the building of an innovation system. In many cases, the ultimate objective is
to “win” – to beat the competition by increasing the speed and quality of human
learning in order to attain the highest levels of human cognitive and emotional
performance in concert with advancing technologies.
Questions that are commonly asked include: Where do we start? How do we
structure the initiative? Is the initiative company-wide or siloed? Who leads the
initiative? What technology do we need? What skills are we lacking? What is our
competition doing? How will we train our employees for new roles as these
technologies are implemented?
Questions that are rarely asked happen to be as important: How do we handle
the human, emotional part of the transformation? How do we lead in a way so
that our employees will emotionally embrace the new learning and ways of working
that need to occur? How do we minimize one of the biggest human inhibitors to
transformation – fear?
Transformation starts at the top

An organization can’t transform unless its people transform. And its people
won’t transform unless their managers and leaders transform. Leaders and
managers must role model the new desired mindsets and behaviours that are
necessary to successfully accomplish the transformation.
We all know that change is hard – especially in successful companies. People
can become complacent in doing what they already do, especially if it has worked
well in the past. But the old corporate axiom “If it’s not broken, don’t fix it” no
longer applies in an environment of fast-paced technological change. Successful
organizations today have to be constantly proactive, not reactive and defensive.
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FEAR: THE BIG INHIBITOR OF INNOVATION AND TRANSFORMATION
Transformation requires the mitigation of fear. Mitigating the fear of failing, the
fear of not knowing what to do, the fear of learning new skills, and the fear of
losing one’s position or job. Change can be scary for employees – especially for
employees who do not have the skills needed for the new way of working, and
especially for employees who do not have significant financial reserves to fall back
upon if they find themselves needing to change jobs. People cannot learn when
they are fearful.
What has surprised us in our transformation work is that leaders and managers
can be just as fearful of the transformative change as employees. For managers
and executives, the fear can be a fear of losing what they now have (power, status,
responsibilities) or the anxiety about whether they have the abilities to do what will
be necessary in order to lead in this new era. We have seen leaders sink underneath
conference tables when it was suggested that they do a transformative pilot
programme. The fear of not knowing can be big.
Managers and leaders can deal with these fears many different ways. Reflex
responses can be:
The “corporate grin and nodding yes” with the internal talk being “no way.”
Doing the minimal necessary to buy into the change or transformation initiative,
hoping to make it to stock option vesting or retirement doing what one has done
before.
Delegating responsibility for the change initiative to a group, creating distance
– not having direct responsibility for the initiative so failure is not attributed to them.
Half-heartedly undertaking the transformation, believing this initiative – like
many in the past – will blow over.
We have seen all of these attitudes in the last few years inside very successful
companies that have embarked on a major transformation initiative.
How does a leadership team get to the place where they can admit their
individual fears and find ways to support each other in acknowledging and working
through those fears? How does a leadership team create a work environment that
makes it easier for employees to deal with their fears? An answer to these questions
begins with the “why.”
The why
The first part of mitigating fear is having a reason to embrace the fear – a
story that each employee can identify with in answering the question: Why should
I change? That story is a story of why the organization must change and a story
of why each individual needs to learn new ways of working to enable that

organizational change. Employees need to make meaning personally of the
“why” in ways that make sense to them. That “making sense” must emotionally
connect with the individual.
Often, we need to help people find the “WIFM” – the what’s in it for me? Will
it help me stay relevant? Will it help my career? Will it help me to be a better
person or more successful in my life? We don’t usually know what will resonate,
but ultimately the motivation needs to come from an intrinsic place. Conversations
with employees individually and/or in small teams are necessary. The company
story, and the common individual whys, must be continuously discussed and
referred to for a long period of time until the new way of working becomes a
habit. And the new way of working requires people to embrace their fears and
to have the courage to go forward. Change is hard. Helping people buy into
change takes time and effort by leaders and managers.
If people buy in to the “why” then they can move to the “how.” What mindsets
and behaviours will be needed to accomplish the transformation? What kind of
work environment is needed to enable those new mindsets and behaviours –
both culturally and process-wise?
The how
With respect to mitigating fear, culturally the leadership needs to create a
“psychologically safe workplace” following the research of Professor Amy
Edmondson of Harvard Business School. A psychologically safe workplace is one
where people agree to do no harm to each other and to act civilly at all times. It
is a place where everyone can speak up, be candid, and have difficult conversations
without the fear of – or actual – punishment or retribution.
It is a place where it is safe to challenge the status quo, to challenge each
other’s thinking, to challenge higher-ups’ thinking and decisions, to admit one’s
mistakes, and to say I don’t know. A safe workplace should mitigate corporate
politics and internal competition, and it should enable collaboration, teamwork,
and learning. In order for that to happen, leaders and managers need to empower
people and ensure their safety. Leaders need to show their own weaknesses, they
need to fail in front of others and pick themselves back up and try again. Initiatives
and trials need to be rewarded, not only the successes but also the effort and spirit.
At some point this becomes the norm.
Conquering fear
Everyone is fearful – individual differences are a matter of degree. And what
differs is how one manages his or her fears.
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FEAR: THE BIG INHIBITOR OF INNOVATION AND TRANSFORMATION
Behaviourally, how do leaders enable workers to overcome their fears? How

do leaders learn to personally embrace and deal with their own fears? Leaders
need to become more human by publicly acknowledging their fears to others and
encouraging their direct reports to do the same. Having nonjudgmental, respectful,
caring, compassionate, safe conversations about fear starts at the top. Leaders
have to take the first steps in being vulnerable with others and leaders need to
have the conversations with others that result in the cocreation of the rules of
engagement that can lead to creating an environment where it is psychologically
safe for employees to talk about and work through their fears of change.
We have learned that for many leaders it is much easier to start the fear
discussion by asking them a series of questions: “Why would your employees be
fearful of the change that is needed? What can you do to mitigate that fear?” Then
move to the personal discussion: “What about you – what fears do you have
about the transformation? How can you mitigate your fear?” Transformation is
very personal, and though we read studies and survey outcomes, we very
infrequently hear about reasons for the fears. Acknowledging that everyone has
personal reasons for their fears is a powerful step.
Managers and leaders can then have conversations with small groups of
employees and ask them what they need from the company in order not to be so
fearful and to be courageous. Leaders and managers can ask employees: “How
can I help you feel safe here? What do I need to do differently?”
We are not saying you should lower your standards of performance. What we
are saying is that if you want big changes in human behaviours, you need to face
fear in the workplace courageously, both individually and organizationally.
As Abraham Maslow so aptly stated: “An individual engages in learning to
the extent he (or she) is not crippled by fear and to the extent he (or she) feels
safe enough to dare.”
About the authors

Edward D. Hess is a professor of business administration, Batten executive-
in-residence and a Batten Faculty Fellow at the Darden School of Business,
University of Virginia.
Dr. Donna Murdoch is an adjunct assistant professor of Adult Learning and
Leadership at Columbia University Teachers College and a partner at Rose
Rock Dynamics.

‘Effectively
communicating the
change vision is critical
to success. This should
seem obvious,
yet for some reason,
executives tend to stop
communicating during
change, when in
actuality they should
be communicating
more than ever.’
JOHN KOTTER
82
KAIHAN KRIPPENDORFF
To out-transform your
competition, activate
internal entrepreneurs
I n 1876, Western Union declined an opportunity to purchase Alexander

Graham Bell’s telephone patent, purportedly for $100,000. That mistake
could have proved fatal for most companies, as the telephone would eventually
replace Western Union’s core telegram business. But Western Union knew how
to transform.
The long-term viability of any organization hinges on its ability to adapt to
changes in its environment. They do this by (a) generating strategic options that
could prove valuable in the future and (b) transforming the options that prove
promising into valuable innovations.
Western Union had numerous options to choose from. The company had
completed the first transcontinental telegraph line, introduced the first stock
ticker (invented by a particularly resourceful Western Union telegraph operator
named Thomas Edison), and invented the concept of wiring money. After the
company passed up the telephone opportunity, it introduced the first consumer
charge card, introduced teletypewriters (a precursor to email), and pioneered a
device to send images over telegraph wires (a precursor to facsimile machines).
Of all the options available, moving money electronically proved to be a
success. Western Union successfully transformed from a telegraph company into
the money transfer company we know it as today.
But transformation is getting more difficult because the time organizations
have to transform is shrinking. Western Union had six decades to engineer its
transformation because it took 60 years for landline telephones to take over.
Today’s technologies replace old ones far more rapidly. Tomorrow’s will be
more rapid still.
As the table overleaf shows, the rate of technology adoption is accelerating.

When innovation took hold Years to reach adoption
Technology (reached adoption by 10 (reached adoption by 80
percent of US households) percent of US households)
Landline 1880s 60
Radio 1925 15
Microwave 1981 10
Internet 1995 5-7
Source: Ourworldindata.org
This acceleration creates a challenge for any organization with aspirations to

sustain. Your window to adapt to change is getting shorter.
“Most innovative companies” are ineffective at transformation

Every year, publications like Forbes and Fast Company publish “most
innovative” lists. One would think companies that appear on such lists to be
promising sources of best practices for how to stay relevant in the future. However,
my research indicates, while “most innovative companies” are adept at creating
new ideas, few are able to transform these ideas into businesses. Steve Jobs once
said, “Innovation is creativity that ships.” By this definition, following the practices
of “most innovative companies” may make you creative, but it does not guarantee
you will be able to transform that creativity into an innovation that ships.
“Most innovative companies” seem to be falling for what innovation experts
like Rita McGrath and Steve Blank call “innovation theatre,” which Blank describes
this way: “All too often, a corporate innovation initiative starts and ends with a
board meeting mandate to the CEO followed by a series of memos to the staff,
with lots of posters and one-day workshops. This typically creates ‘innovation
theater’ but very little innovation.”
In my book Driving Innovation from Within: A Guide for Internal Entrepreneurs,
I assemble a macro list of 367 companies that have appeared on the Fast
Company and Forbes “most innovative companies” lists over the last five years.
My research team and I then measured their performance against their peers’ over
a five-year span to see if their innovations took hold. In all we studied over 3,000
companies and 60,000 data points.
I found no correlation between appearing on a “most innovative” list and
performance. With very few exceptions, these companies are creative but unable
to transform their creative ideas into value. Indeed, we found only 13 innovative
companies that outperformed their peers. We call these “innovative outperformers.”
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KAIHAN KRIPPENDORFF
TO OUT-TRANSFORM YOUR COMPETITION, ACTIVATE INTERNAL ENTREPRENEURS
In rank order, they are:
1. Illumina
2. Apple
3. Regeneron Pharmaceuticals
4. Tencent
5. Coloplast
6. Mastercard
7. Naver
8. Netflix
9. Amazon
10. Starbucks
11. Vertex Pharmaceuticals
12. Incyte
13. Visa
What are the implications of this finding? There are three:
• Depending on your industry, transformation is table stakes; it won’t be

enough to make you a superior performer.
• To become a superior performer, you could adopt a centrally organized
model, however,
• Most of the companies that have mastered transformation adopt an
organic model that activates internal entrepreneurs.
Sometimes transformation is table stakes

Some of the innovative companies that fail to outperform will surprise you.
Adobe, Alphabet (Google), Salesforce.com, and Red Hat, for example, appear on
“most innovative” lists often but do not outperform their peers. Yet these companies
have proven themselves effective transformers. Adobe successfully transformed
from a model selling expensive software licenses to selling low-cost subscriptions.
Netflix successfully transformed from a content gateway into a content producer.
In fast-moving industries, like technology, the ability to rapidly transform is
table stakes. Competitors unable to transform quickly burn out, leaving only fast-
transformers in the market.

Sometimes transformation is centrally organized
To build the capability to transform ideas into valuable innovations, leadership
most often adopts an organized approach. Kellogg professor Rob Wolcott has
studied numerous innovation efforts and categorizes them along two dimensions
that a leader can control: (a) who is asked to innovate (a specific group of innovators
v. employees broadly) and (b) how innovations are funded (through a centralized
innovation budget versus ad hoc by business units). In the majority of innovation
efforts of “most innovative companies,” leadership will either designate an innovation
group, dedicate innovation funding, or both.
But only a few of the 13 innovative outperformers adopt such organized models.
Such models are particularly prevalent when R&D plays a significant role, such as
with Illumina, Regeneron Pharmaceuticals, Coloplast, and Vertex Pharmaceuticals.
Most top performers adopt an organic model that activates

internal entrepreneurs using three leverage points
The majority of “innovative outperformers” adopt a more organic, employee-
driven model. They encourage employees broadly to innovate (i.e. “everyone
innovates”) and task them with seeking funding in an ad hoc manner through
business units. Wolcott calls this the “opportunist” model.
Nine out of thirteen innovative outperformers lean toward such “opportunist”
models. Companies like Apple, Tencent, Mastercard, Netflix, Starbucks, and
Amazon are able to sense the future and transform themselves rapidly into new
forms by activating employees broadly to seek new ideas proactively, without
significant innovation budgets, and empower their people to initiate the
transformations the future demands.
Break down their innovation programmes, and you will see three key leverage
points they apply. If you want to out-innovate your competition, if you want to
establish an ability to continually transform for the future, consider focusing your
attention on these three points:
• Talent
• Culture
• Structures
Talent
Research shows that the characteristics of people most effective at transforming
new ideas into valuable businesses from within an established organization are
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KAIHAN KRIPPENDORFF
uniquely different from entrepreneurs or from traditional managers. For example,

entrepreneurs often grow exasperated by the political effort that innovating from
within requires, and managers often struggle with the ambiguity such efforts
entail. Specifically, research shows that effective internal innovators exhibit six
traits. They:
• are innovative thinkers

• keep abreast of the market (customers and competitors)
• are proactive
• take a strategic approach to risk
• exhibit political acumen and even enjoy the politics
• are intrinsically motivated to create change and don’t do it for financial
pay-off
You can cultivate these traits through your organizational structures and
cultures (see both below), but hiring people who already bring some of these
traits to the table can give you a head start.
For example, to ensure Amazon’s new hires fit the attributes of innovative
thinkers, Jeff Bezos say he likes to ask applicants he interviews to share an
example of something they have invented. These may not be product inventions,
but “lots of different kinds of inventions and I find that they are all super valuable.”
He is looking for people who “tend to be dissatisfied by a lot of the current ways.
As they go about their daily experiences, they notice that little things are broken
in the world and they want to fix them. Inventors have a divine discontent.”
Culture
The right talent will only persist with right behaviours if they are boosted by
cultural values that reinforce the six attributes above. Specifically, research shows
four cultural characteristics that correlate with an organization’s ability to adapt,
innovate, and transform:
• innovative thinking
• autonomy & proactivity
• market awareness
• risk-taking

If you map the cultural norms of companies that are innovative and outperform
you will see a clear correlation. They explicitly encourage many of these four
cultural norms. Netflix, for example, which does not significantly outperform its
peers but has transformed repeatedly, states in its cultural statement: “We believe
that people thrive on being trusted, on freedom, and on being able to make a
difference… We are dedicated to constantly increasing employee freedom to
fight the python of process.”
Structures
Developing the right talent then burdening them with bureaucratic structures
will naturally lead nowhere. Research shows that your organizational structure
must meet four criteria if it is to liberate employees to drive transformation:
Innovation resources: providing the resources (capital and time) employees
need to pursue new ideas.
Rewards: establishing incentive systems that reward innovative activity.
Allowance of risk-taking: providing structures that allow risk-taking by, for
example, not requiring detailed business plans with return on investment proofs,
and valuing failure for the learning it provides.
Organizational freedom: allowing the ability to work across silos and form
cross-functional teams.
Tencent, for example, forms small, fast-moving teams that launch “micro-
innovations” that are tested and iterated. Haier has broken its hierarchical
structure down into 4,000 “micro-enterprises” with their own CEOs that operate
with remarkable autonomy.
MIT professor Tom Malone offers a particularly promising approach for
rethinking your organizational structures. He argues that humans organize to
make decisions in five ways: (1) hierarchies, (2) democracies, (3) marketplaces,
(4) communities, and (5) ecosystems. Even if today you consider your organization
to be hierarchical, you are actually already composed of a multiple of these. At
the top of your organization, you may find some kind of democracy in the form
of a board of directors. Internally, you have a marketplace for talent in which
managers compete for the best talent. Recognizing this, you can now intentionally
rethink your organizational design by identifying key decisions your organization
makes and deciding which decision-making approach is optimal.
In summary, the challenge of transforming ideas into valuable innovations is
widespread. Few companies, even “most innovative” ones, prove themselves
able to do this well. The natural propensity of leadership wishing to build this
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KAIHAN KRIPPENDORFF
capacity is to organize it by establishing an innovation group or setting up

dedicated innovation funding. But most innovative outperformers are instead
winning through an organic approach that activates internal entrepreneurs. They
unlock the innovative potential of their employees by establishing the talent,
culture, and structures that free people to seek, and seize, exciting opportunities.
To do this, ask three questions:
• Talent: How are you recruiting talent that is innovative, aware of the
market, proactive, politically acute, and intrinsically motivated, and that
takes risks strategically?
• Culture: Does your culture encourage innovative thinking, autonomy and
proactivity, market awareness, and risk-taking?
• Structures: How can you design your organizational structures –
hierarchies, democracies, marketplaces, communities, and ecosystems
– to allow for innovation resources, rewards, allowance of risk-taking,
and organization?
About the author

Kaihan Krippendorff began his career as a strategy consultant with
McKinsey & Company before founding the growth strategy and innovation
consulting firm Outthinker. He has written four books on business strategy,
growth, and transformation. They include Outthink the Competition and The
Employee Innovator (2019). He is a member of the Thinkers50 Radar cohort
for 2019.
Resources
Steve Blank, “Hacking Corporate Culture: How to Inject Innovation into
Your Company,” Venture Beat, last modified September 9, 2015,
https://venturebeat.com/2015/09/09/hacking-corporate-culture-how-to-
inject-innovation-into-your-company/.

‘Whatever got you here
may well prevent you
from getting there.’
MARSHALL GOLDSMITH
90
THALES TEIXEIRA, LEANDRO GUISSONI & FREDERICO TRAJANO
An unlikely case of successful

digital transformation
“Look around, anywhere in the world. Where can you find examples of
incumbent companies that were able to successfully transform their
traditional businesses into digital ones?”
Frederico (Fred) Trajano, CEO of Magazine Luiza (Magalu)
M any executives of established companies are torn between two worlds. In

one, they remain a traditional company and hold onto current profits but
aren’t prepared for the digital future. To be a member of the other world requires
going through a major digital transformation, thereby competing with a swath of
money-losing, venture-funded start-ups.
Fueled by venture capital, many of the fastest-growing tech and digital start-
ups have adopted a new playbook. They spend vast amounts of money on
growing as quickly as possible to achieve leadership positions. Among the most
prominent adopters of this profit-losing growth strategy are Uber, Dropbox,
Airbnb, Pinterest, Tesla, and WeWork. The latter recently filed for an IPO on $1.8
billion in revenue and $1.9 billion in losses in 2018. By contrast, Brookfield, a
traditional real estate investment firm, had nearly $48 billion in revenue and
$2.3 billion in profits that year, yet WeWork had a higher market value.
Established businesses in industries such as auto manufacturing, industrials,
hospitality, media, real estate, and retailing are well aware that their customers
are moving toward acquiring, paying for, using, and maintaining products and
services over the internet. Therefore, some degree of transitioning to digital
products, services and processes is critical to a traditional company’s survival.
The real dilemma faced by executives of established businesses is not if, but how,
to move from a traditional profit-making business to a digital business positioned
to maintain a profitable leadership position.
Since 2016, as CEO of Magazine Luiza (Magalu), one of Brazil’s oldest and
most traditional mass-market retailers, Frederico Trajano has faced this dilemma.

Magalu was founded by his aunt in 1957, and by 2019 had 24,000 employees
across 1,000 stores scattered across Brazil, serving 18 million customers. Before
his decision to transform the traditional retailer, Mr. Trajano had led the
company’s ecommerce since 2000. By 2015, less than 20 percent of its sales
came from online channels. Four years later, this figure had more than doubled.
But purely increasing the percentage of online sales was not Mr. Trajano’s main
goal. He wanted to modernize the company for continued leadership in the
decades to come. His vision was to completely transform the brick-and-mortar
retailer into a digital company subject to economic drivers and strategies akin to
Amazon, Apple, and Google.
The question Mr. Trajano wrestled with was how to go about a full digital
transformation of the $4.5 billion-revenue retailer.
Magalu at a crossroads: growth or profitability?

Mr. Trajano saw two avenues. One was to emulate Silicon Valley: get venture
capital funding and grow as fast as possible. That would require investing in top
talent, building a digital platform and offering digital services. This playbook
also meant advertising heavily to acquire customers and drastically lower prices
to beat the competition. Amazon, Flipkart, Rakuten, and Brazil’s ecommerce
leader, B2W, had all taken this route at one time. Investing in new technologies,
new hires, and new partnerships meant that maintaining the historical profitability
level would not be realistic. But over time, the thinking went, as scale economies
and network effects kicked in, large upfront investments and price aggressiveness
would lead the way to profitability.
The alternative to this “Silicon Valley Way” was to keep investing in technology,
new hires, and partnerships but not abdicating margins. However, this avenue
would certainly reduce the speed of online customer acquisition, dampening
growth.
Choosing between Silicon Valley’s growth-focused model and a traditional
profit-focused model was a mutually exclusive decision at the time. But investors
pointed out to Mr. Trajano that if he separated the businesses into a traditional
brick-and-mortar retailer (to focus on profits) and an ecommerce player (to focus
on growth), he could have the best of both worlds. Such a separation would also
allow each business to cater to different investor profiles.
Still, Mr. Trajano resisted the temptation to separate. In his view, it was in the
best interest of the customer to have a seamless shopping experience across all
channels. An integrated frontend user experience online and in stores would
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AN UNLIKELY CASE OF SUCCESSFUL DIGITAL TRANSFORMATION
generate customer-side synergies, whereas backend logistics and inventory

management would generate firm-side synergies. This decision, however, would
carry a significant toll as investors might not see the long-term benefits but rather
focus on the short-term downsides.
Indeed, amid a sluggish economy in Brazil, investors were sceptical and with
cause. Such a monumental digital transformation of an established player had
never been done before and certainly not in the retailing industry where many
retailers worldwide were shrinking or going bankrupt. As a result of lack of
investor confidence, Magalu’s stock price lost 86 percent of its value, reaching
one Brazilian Real (0.33 US dollars) in December 2015.
Phase 1 – Technology innovation

Given the all-time low stock price, raising new funds in the equity markets
was not advantageous at the time. Mr. Trajano would have to fund a sizable
investment in technology from the company’s operations. The company hired
and housed 55 software engineers and programmers, which eventually grew to
850, in a secluded corner at the company’s headquarters. They were instructed
to build digital tools for both the online and offline businesses and to do so from
the ground up, quickly and with total focus on the end user experience. In the
following years, free cash flow was pumped into building new technologies in-
house, such as a consumer-friendly app, an integrated on-demand delivery
system, and a store employee point-of-sale support tool. Shoppers, suppliers,
salespeople, and employees became digitally connected.
By September 2017, ecommerce sales represented 30 percent of total sales
and, except for one year, the company was profitable throughout the
transformation. As the economy improved, the stock price increased by 7,900
percent to 80 Brazilian reals and it became favourable for the company to issue
a follow-on round of stocks, which raised funds for the second phase of digital
transformation.
Phase 2 – Business model innovation

Having instilled a customer-first digital culture at the company, Mr. Trajano
saw an opportunity to greatly increase product assortment without having to
invest in inventory, by building an online marketplace.
In less than three years, Magalu carefully curated a list of 5,000 suppliers
who carried more than five million new SKUs to offer in its new marketplace.
Similar to other two-sided platforms such as Uber and Airbnb, network effects

drove more suppliers and customers, which fed into each other to build
momentum and growth. This time, giving up some profitability for growth was
warranted, in preparation for Amazon’s impending entry into Brazil with its own
national operations.
By mid-2019, Magalu was one of the largest retailers in Brazil and, at +32
percent, growing revenues at near-start-up rates. After two critical phases of
digital transformation, it was in the midst of completely changing itself from a
traditional retailer into a tech company with physical locations. For a country
with only 5 percent of retail sales coming from online channels, Magalu stood
well above its competitors with 41 percent of its sales done online. The financial
markets blessed the transformation and the company’s stock price reached 180
Brazilian reals. In 2018, Magalu was recognized by Fast Company as one of the
top ten most innovative companies in Latin America, the only one on the list that
was not a start-up.
For phase 3, Mr. Trajano’s goal is to spread the benefits of the digital
economy to all Brazilians, not just the affluent, just as his aunt had done half a
century ago by popularizing electric home appliances for lower class Brazilians.
Lessons for other incumbents

In our collective experience, there is a mismatch between what people say
about digital transformation and what successful companies actually do. Digital
transformation is not about buying tech start-ups and forcing their employees to
collaborate with the old guard. While you can purchase many things on the
Internet, you can’t buy yourself into a digital world. Four lessons we have learned
are noteworthy.
On the dip of profits: Companies that are transitioning from established
businesses to digital ones need to realize that during this transition (see phase 1
in Figure 1) investments may cause their profitability to fall into negative territory.
The reason this occurs is because during the transition from a 100 percent
traditional business (phase 0) to a predominantly digital business (phase 2), you
are operating two inefficient businesses with two sets of cost structures at the
same time. As an example, in The New York Times’ multiyear transition from a
physical-only to a digital-only newspaper, its CEO, Mark Thompson, had to both
invest in new digital assets such as servers, software development, and social
media savvy reporters, while at the same time maintaining old-school reporters,
printing presses, and trucks to deliver print newspapers. Unfortunately, he could
not flip a switch and instantly divest away all the traditional assets. He needed
94
some of them to keep catering to print newspaper buyers. New customers of

digital subscriptions take time to come on board. The idea is that if you manage
the speed of transition, you get to keep and convert the “old” customers at the
same time that you acquire the “new” digital subscribers. Go too slow, and you
stay in the loss territory for too long. That is the alpha risk. But go too fast, and
when you emerge from the transition you risk losing customers to competitors
and your business becoming smaller than it was originally. That is the beta risk.
Different classes of businesses in different industries possess inherently different
combinations of alpha and beta risks that need to be managed. As in any
investment decision, the upside is not necessarily achieved by minimizing both
types of risk.
Profits
beta risk
Transition:
traditional & digital
co-existing
Phase of digital
0 1 2 transformation
Traditional alpha risk Digital
business only business
Figure 1.
On controlling the narrative: If you expect profits to decline in the transition,

don’t wait for it to happen before telling your employees, customers, and
investors. Predicted outcomes should be preempted. Say to them, “Guys, this is
going to happen, and this is why.” Don’t be overly optimistic either. As the CEO
of a top US retailer told one of us, “We knew annual profits would go down in
the transition. But it went down by twice what we had expected, and the transition
took two times as long as we intended.” Therefore, the financial impact of a
digital transformation to the bottom line, even a successful one, can be 4X worse
than what senior management predicts.
On integration versus separation: While the technology development unit

eventually has to be front and center in a digital business, the reality is that it
starts small and powerless. If left to fend for itself inside the larger organization,
it will get rejected. It needs to first be separated and incubated by the CEO, who
should give it opportunities to get initial credibility through small wins that do not
require much integration with the rest of the company. As these small wins
accumulate and a digital culture permeates the rest of the company, the tech
unit can start to work on projects that require and benefit the rest of the
organization. Integrating should occur the moment tech has shown itself as the
enabler of growth for the rest of the organization.
On alternatives to the Silicon Valley Way: The start-ups and tech giants have
shown how customer-centric digital innovation should be built. Organizational
tools and processes such as squads, lean methods, A-B testing, and agile
development can, and should, be used by larger organizations. What Silicon
Valley has not yet convincingly shown is whether the private capital funding
model that fuels fast growth at the expense of profits in search of a leadership
position should be applied to established companies. Losing great sums of
money to achieve fast growth does not need to be the only game in town, at
least not when it comes to the digital transformation of incumbents.
About the authors

Thales Teixeira is an Associate Professor at the Harvard Business School
and author of the book “Unlocking the Customer Value Chain.” He regularly
consults for established companies on responding to digital disruption and
transformation. His website is www.decoupling.co.
Leandro Guissoni is a marketing professor at FGV in Brazil and a Fellow at
the Darden School of Business, University of Virginia. He was a visiting scholar
at the Harvard Business School in 2018. Prior to that, he worked in the
Marketing Department at Coca-Cola in Brazil and consulted with several
companies.
Frederico (Fred) Trajano is the CEO of Magazine Luiza (Magalu). He
joined the company in 1999 to lead its first ecommerce business. In 2016, he
became only the fourth CEO in the retailer’s 62 years of existence. One year
later, he was awarded the Entrepreneur of The Year by audit firm EY, Brazil.
96
Resources
Kumar, Vineet, Bharat Anand, Sunil Gupta, and Felix Oberholzer-Gee.
“The New York Times Paywall”, Harvard Business School Case 512-077,
January 2013.
Teixeira, Thales S., “Unlocking the Customer Value Chain: How DECOUPLING
drives consumer disruption.” Currency, 2019.
Teixeira, Thales S., Leandro A. Guissoni, and Tania Modesto Veludo-de-Oliveira.
“Digital Transformation at Brazilian Retailer Magazine Luiza”, Harvard Business
School Case 519-009, August 2018.

‘There is nothing quite so
useless as doing with great
efficiency something that
should not be done at all.’
PETER DRUCKER
98
DES DEARLOVE / KOTTER ON CHANGE
DES DEARLOVE
Kotter on change
O ne of the most influential people in the field of change leadership is John
Kotter, Konosuke Matsushita Professor of Leadership, Emeritus at Harvard
Business School. Kotter is a graduate of MIT and Harvard, joining the Harvard
Business School faculty in 1972 as one of the youngest faculty members to be
given tenure and a full professorship. He has described his chosen field as
“managerial behaviour.”
Kotter identified eight errors to be avoided when leading an organization through
change. Each error is tied to one of a series of phases that most change processes
go through.
The first potential pitfall is not creating a sufficient sense of the urgent need for
change. Having discovered important drivers of change, whether that is poor
performance, greater competition, or new opportunities, the information that
underpins the need to change must be communicated rapidly, broadly, and with
impact.
Successful change requires the efforts of a critical mass of key individuals in order
to move the organization in a significantly different direction. Getting that critical
mass requires a sense of urgency.
This is one of the most changing pitfalls, says Kotter, with over half of the
companies he had noted during his research failing at this stage. There are many
reasons for this: overestimating the success of efforts to increase urgency;
underestimating how difficult it can be to get people fired up for change; being
paralyzed by the potential downside and managers worrying that they will get
blamed.
Successful change agents tend to get information supporting the need for change
out into the open to stimulate discussion. They engineer a position where the
consequences of a no-change option look worse than choosing change. The
required urgency level, says Kotter, is when “about 75 percent of a company’s
management is honestly convinced that business as usual is totally unacceptable.”
The next pitfall is not creating a powerful enough guiding coalition. This group
of individuals requires four characteristics to successfully perform its role. They must
have sufficient power to hold up the process if they are marginalized. They need a
broad spectrum of expertise. Sufficient credibility is required if the group’s actions
and decisions are to be taken seriously. Plus, the group must contain proven leaders.

No overdeveloped egos are needed.
The next three errors are united by a common thread – vision. First, the guiding
coalition must create a vision – “a picture of the future that is relatively easy to
communicate and appeals to customers, stockholders, and employees. A vision
always goes beyond the numbers that are typically found in five-year plans. A vision
says something that helps clarify the direction in which an organization needs to
move.”
And as Kotter also notes, the vision isn’t a 30-page document, or a rambling
15-minute discourse. His useful rule of thumb is that if the vision cannot be
“communicated to someone in five minutes or less and get a reaction that signifies
both understanding and interest,” then the vision is not a vision with which the
organization is ready to move forward to the next phase.
It is not simply enough to have clearly defined vision, though. That vision must be
communicated widely through the organization, with a process that ensures everyone
understands, and with senior executives visibly behaving in ways that support the
rhetoric. Finally, obstacles to realizing the vision must be removed, whether they be
narrow job descriptions, misaligned reward systems, or intransigent executives.
Change often involves potentially demotivating events such as layoffs, plant
closures, pay cuts, and other significant changes in long-standing corporate policies,
values, and ways of doing business. People need to see results early on, or they are
unlikely to buckle up for the long haul. One way of doing this, suggests Kotter, is to
create and celebrate short-term wins. Pitfall six is neglecting to address this.
“Short-term wins,” says Kotter, “show progress in the direction set by the
organization itself; demonstrate that the change ideas are working; increase morale
among workers who may be slipping into cynicism or suffering from the fatigue that
change and stress engender; give you a chance to throw a party and say thanks;
and, they build momentum. Short-term wins are a reason for people to stay with the
programme.”
Given the difficulties associated with change, there is always a risk of celebrating
victory too soon. It is hard to make change stick. It is tempting to celebrate success
prematurely in an effort to persuade doubters. The problem is that the change-
resistors, seeing an opportunity to abandon the pursuit of change if only temporarily,
are just as likely to herald the successful transformation. Only after the celebration,
they will be urging everyone to pack up tools and go home, having completed the
project. Thus, a potentially successful transformation is defeated at the very last
moment, and the status quo and attendant traditions remerge.
Far better, suggests Kotter, to present change as an ongoing process, with
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attention shifting to other points of focus, rather than a discrete exercise. Use the
momentum for change, and the growing expertise around the change process, to
lead people onto other transformations.
Finally, the last mistake associated with the phases of change is failing to embed
change into the culture of the organization so that it becomes “the way things are
done around here.” Two factors are particularly important here: one is demonstrably
linking new success to new changes; the other, making sure the talent pipeline
embodies the changes.
Change first
When we spoke with John Kotter, we asked what got him interested in the
field of change in the first place:
I’ve always been interested, actually, in performance; curious about why
organizations, managers, etc., perform. That led me to the topic of change
because the businesses mostly – but government afterwards – that were
performing best were dealing better in a more rapidly changing environment.
So, that leads to trying to understand what change is about on the outside and
how they’re dealing with it inside organizations.
How do you work?

The simple logic of my work is that I am a pure field guy. I hang around talking
to people. I talk to managers. I sit and watch them. I snoop around, listen to their
problems. It’s simple detective work. My work is developed by looking out of the
window at what’s going on. It is about seeing patterns. If I’m good at anything, it’s
pattern analysis and thinking through the implications of those patterns.
I use stories constantly – 95 percent of what I do is storytelling. It has evolved
as I’ve thought about it as a process of education.
What are your stories drawn from?

There’s no-one who has spent more time talking to managers. That’s one
reason why my books have won awards. I spend a huge amount of time talking
to people.
Is that worth more than theorizing?

Who would write a better book about trees: Someone in the forest or
someone in an office?

You have written about change and the importance of a mobilizing,
inspiring vision. Is that possible in an environment marked by
downsizing?
It is not easy, but it is both possible and necessary. The key is to go beyond
the downsizing clichés – talking only of lean and nice. And, carefree statements
like “I see a smaller firm in the future” are not a vision that allows people to see
a light at the end of the tunnel, that mobilizes people, or that makes them
endure sacrifices.
So, what’s your advice?

Be creative, be genuine, and most of all, know why you’re doing what you’re
doing. Communicate that and the organization will be stronger. Anything short
of this will breed the cynicism that results when we see inconsistencies between
what people say and what they do, between talk and practice.
Can a single person ignite true change?

The desire for change may start with one person – the Lee Iacocca, Sam
Walton, or Lou Gerstner. But it certainly doesn’t end there. Nobody can provoke
great changes alone. There are people that think it is possible, but it is not true.
Successful change requires the efforts of a critical mass of key individuals – a
group of two to 50 people, depending on the size of the corporation we are
considering – in order to move the organization in significantly different
directions. If the minimum of critical mass is not reached in the first stages,
nothing really important will happen.
Failing to establish a sense of urgency is one of the key mistakes

made by change leaders. In Leading Change, you discuss seven
additional steps in successful change efforts.
That’s right. Beyond establishing a sense of urgency, organizations need to
create a powerful, guiding coalition; develop vision and strategy; communicate
the change vision; empower broad-based action; celebrate short-term wins;
continuously reinvigorate the initiative with new projects and participants; and
anchor the change in the corporate culture.
What does this “guiding coalition” look like?

The guiding coalition needs to have four characteristics. First, it needs to
have position power. The group needs to consist of a combination of individuals
102
who, if left out of the process, are in positions to block progress. Second,
expertise. The group needs a variety of skills, perspectives, experiences, and so
forth relative to the project. Third, credibility. When the group announces
initiatives, will its members have reputations that get the ideas taken seriously?
And fourth, leadership. The group needs to be composed of proven leaders.
And remember, in all of this the guiding coalition should not be assumed to be
composed exclusively of managers. Leadership is found throughout the
organization, and it is leadership you want – not management.
Who needs to be avoided when building this team?

Individuals with large egos – and those I call “snakes.” The bigger the ego,
the less space there is for anyone else to think and work. And snakes are
individuals who destroy trust. They spread rumours, talk about other group
members behind their backs, nod yes in meetings but condemn project ideas as
unworkable or short-sighted when talking with colleagues. Trust is critical in
successful change efforts, and these two sorts of individuals put trust in jeopardy.
“Communication” seems to crop up in most discussions of

organizational effectiveness, and certainly in discussions of
effective change. What do you mean when you use the term?
Effectively communicating the change vision is critical to success. This should
seem obvious, yet for some reason, executives tend to stop communicating
during change, when in actuality they should be communicating more than ever.
Effective change communication is both verbal and nonverbal. It includes
simplicity, communicating via different types of forums and over various channels,
leading by example – which is very important, and two-way communication.
Change is stressful for everyone. This is the worst possible time for executives to
close themselves off from contact with employees. And this is particularly
important if short-term sacrifices are necessary, including firing people.
You came up with this rather startling statistic that 70 percent of

change programmes actually either fail or disappoint.
We’ve actually redone that and there was a bigger study that said large-scale
change, which is particularly what I’m interested in because it’s becoming more
and more important, that in 70 percent of the cases, in one way or another they
fail and maybe in 20 percent it’s okay and 5 percent actually get it right.

Does that depress you, that so many years on, still 70 percent are
failing?
Yes, but it’s not as bad as it sounds because the amount and the size of
change that is coming at businesses today is so much larger and more often
more complex than back then. So, they’ve actually gotten better, but the problem
has stayed ahead of them just as far.
In Buy-In: Saving Your Good Idea From Getting Shot Down, you
looked at getting people on board. You might think that a good
idea would sell itself, but that’s not the case.
How do you figure out the good idea? How do you look, do the analysis,
figure out among the choices this is the best one? That’s what education does
90 percent of the time; the implication being that’s the name of the game and
once you’ve got the good idea, everybody will see the logic of it and it moves on
from there, but in reality, good ideas get shot down all the time. If you add that
up, the cost to organizations and to society is huge.
You talk about four particular types of attack on ideas. How do

they work and what do they look like?
Well, we see that there are four fundamental strategies that people use to take
shots at even what is a great idea, and sometimes succeed. One is confusion. A
huge one is what we call death by delay. The number of good ideas that basically
aren’t killed immediately – that’s a great idea and we’ll do it next year. Well, by
next year whatever the conditions were that’ll make it easy are gone.
This plays against the whole thing about urgency.

Absolutely. Government is the king of this. We’ll set up this commission. That
means the guy hates it and he knows by the time the commission reports, which will
be 14 years from now, everybody will have forgotten. The issue will be gone.
Fearmongering is – in some usually subtle way – raising anxiety in the audience. And
the last is just ridicule; at worst even character assassination.
It’s almost impossible as an outsider to guess precisely what somebody’s motives
are and they range all the way from a person who is really almost on your side and
just trying to ask a question that’ll help clarify a point to somebody who for whatever
reason deeply hates it, may be jealous of you, and is – in as clever and nefarious a
way as he can – trying to shoot you down. The response strategy we found that works
doesn’t worry about what’s behind the curtain in the person’s head.
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We would have assumed that for each of the basic strategies there would be a
different kind of response, but that’s not what you find when you study it. There’s
basically just one way that you handle all of this that saves ideas.
It has four or five very simple components. The first is not doing what the body is
programmed to do from a million years ago, which is fight or flight. Calmly be
respectful of the person. Don’t assume that this is a nasty person trying to do nasty
things because it may not be.
Second is to do again what is counterintuitive to what we’re taught. The best
responses tend to be simple, straightforward, and filled with common sense. It’s
amazing how powerful common sense is as opposed to going into levels of detail.
Third is remembering you’re always dealing with an audience. The audience
may not even be there. We may be in a hallway, but the story of our conversation
is going to go out and you can’t win over everybody. You can’t get everybody to
buy into something. Don’t worry about it. What you’re trying to do is get sufficient
support and strong enough support that they’ll accept the idea and when you
need their help, they feel strong enough that they’ll say, yes, I’ll help you
implement this somehow. The fourth is preparation. It never hurts and in some
cases when the stakes are big it is essential.
Who wants to have bullets come at them? You strategize how to keep the
nasty people away. You roll the idea out when Harry is on vacation, you keep
Sally off the email list, etc. Invite them all in and let them attack you because a
little bit of drama draws attention. All of a sudden people will start paying
attention and then you have the possibility of them actually listening to your
commonsense response. Let the lions in, don’t try to cage them.
About the author

Des Dearlove is co-founder of Thinkers50.
This is a Thinkers50 classic interview.

‘Think like a designer
and see your
transformation as a
series of increasingly
higher-resolution
prototypes.’
ROGER MARTIN
106
TONY O’DRISCOLL
From transformation insanity

to enterprise instancy:
catalyzing an adaptive
leadership system
T echnological innovations such as the printing press, the steam engine, and
the transistor were catalysts in creating disruption and discontinuity during
their respective eras, permanently altering the global playing field upon which
the game of life is currently playing out.
Today, humanity is facing a digital-divide of a different kind, where technology
is proliferating, information is exploding, time is compressing, and change is
evolving. Our species finds itself in a prolonged period of permaflux, as
successive waves of disruptive technologies are emerging, converging, and
evolving into a synthetic digital ecosystem that is redefining how we connect,
communicate, coordinate, collaborate, and take collective action.
Change is nothing new to human beings. In fact, our innate ability to adapt
to ever evolving environmental circumstances is the reason we have – so far –
avoided extinction. This time around, however, the pace, scope, and nature of
the change we are collectively experiencing differ markedly from any other
period in our history.
Mathematics can shed some light on our collective plight. In calculus, the
first derivative of distance is termed velocity and the second derivative is termed
acceleration. Today’s synthetic digital ecosystem is evolving at a third derivative
rate-of-change that physicists appropriately term “Jerk.”
The time signature of life in the 21st century is no longer synchronized with
velocity and acceleration: instead, it is syncopating with jerk. We have reached
an inflection point in history where technology is literally jerking humanity around
(see Figure 1).

Experiencing Technological JERK
Ever-increasing
Uncertainty
Jerk = Acceleration
Degree of Complexity
time
Acceleration = velocity
time
Velocity = distance
time
Rate of change
Figure 1: Experiencing technological “jerk”
In this new world of discontinuous jerk, change is baked into the synthetic
digital ecosystem itself, and it is giving off tensions and tradeoffs that must be
dealt with in real time, all the time. We are living in a state of continuous
disequilibrium where the “new normal” is one where nothing ever returns to
normal.
Dealing with digital Darwinism

The fact that the average lifespan of a publicly traded company in the United
States today is almost two-and-a-half times shorter than the average lifespan of
a typical employee is disturbing evidence that the modern day enterprise is
struggling to survive in this “new normal” of continuous disequilibrium.
More than half of the Fortune 500 companies have been wiped out since the
year 2000. Those that remain are literally fighting for their lives in an era of
digital Darwinism: where market expectations are evolving and morphing at
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TONY O’DRISCOLL / FROM TRANSFORMATION INSANITY TO ENTERPRISE INSTANCY
such an astonishing rate, businesses simply can’t keep up.

To survive and thrive in this synthetic digital ecosystem where the only constant
is change, organizations must become more responsive to unanticipated
ecosystem shifts, more resilient to unpredicted technological disruptions, and
more adaptable to unforeseen needs to deviate from conventional norms.
The need for organizations to adapt to changing business conditions is not
new. Nearly two decades ago, in GE’s 2000 Annual Report, Jack Welch warned,
“When the rate of change on the inside becomes slower than the rate of change
on the outside, the end is near.” Today, however, the ever-accelerating rate at
which goods, information, and capital flow around the world creates extraordinary
levels of opportunity and threat for the modern-day enterprise. To avoid
extinction, organizations must cultivate the capability to syncopate with the third
derivative rate-of-change.
Likewise, as the digital connections within this synthetic ecosystem compound
exponentially, a higher level of interdependency and an ever-increasing degree
of complexity emerge. To avoid demise, organizations must cultivate the
capability to navigate this ever-increasing degree of complexity.
To survive and thrive in the era of digital Darwinism, organizations must
evolve into responsive, resilient, and adaptive “instant enterprises,” that maintain
a perpetual state of readiness to respond to the unforeseen. The capability of
instancy empowers organizations to simultaneously navigate the complexity and
syncopate with the jerk that characterizes their existing operating environment.
Overcoming organizational orthodoxy

In our quest to achieve enterprise instancy, biology can provide some
perspective. In nature, organisms that fail to develop the capability to interpret
data from their surroundings and take immediate evasive action in the interest
of their own survival become extinct. They either adapt or they die.
Organizations typically evolve through a maturation cycle where they
successfully see and seize a new market opportunity and develop structures,
practices, and routines to improve productivity and maximize profitability around
that opportunity. Over time, however, as ecosystem shifts occur, these core
capabilities calcify into core rigidities that limit the organization’s ability to see
and seize the next market opportunity.
These core rigidities ultimately degenerate into a destructive set of cultural
orthodoxies that unconsciously undermine the organization’s ability to respond
to change. Most organizations today are suffering from a severe case of

“responsiveness lag,” where their structures, procedures, routines, and time
signatures are increasingly out of sync with the external pace and scale of
change. What began as the pursuit of building capability to capitalize on a new
business opportunity culminates in the unconscious adoption of crippling
orthodoxies that undermine the organization’s ability to respond to uncertainty.
Today, organizations are disappearing at alarming rates because they are
failing to adapt to the complexity and jerkiness of the environment they inhabit.
So, the modern-day organization can be envisioned as an organism that exists
within a synthetic digital ecosystem, where data is its source of sustenance and
analysis and learning are the metabolic mechanisms it employs to guide its
agency to ensure survival and growth (see Figure 2).
Natural and Synthetic ECOSYSTEMS
Natural Synthetic
Biological Digital
Ecosystem Ecosystem
Natural Economic
ecosystem ecosystem
Biological Organizational
organism organism
Nervous Leadership
system system
Primary Centre
organ leader
Figure 2: Natural and synthetic ecosystems
Just like organisms in nature, instant enterprises must evolve a perpetual

state of readiness to respond to the unexpected. Within the enterprise organism,
value is created by individual organizational agents that sense shifts within their
ecosystem and self-organize to harmonize with them in real time to seize an
opportunity or thwart a threat. These adaptive actions at the individual level are
110
propagated via feedback loops to dynamically reconfigure the organizational

response in real time. The organization’s evolved structure, in turn, influences
the actions of the individual agents creating a dynamic “response ability”
capability within the organization organism. This is a complex adaptive property
called emergence.
As these individual agents continue to connect, communicate, collaborate,
coordinate, and take collective action in response to unanticipated shifts in their
environment, the organization evolves a collective intuitive ability to ride the
waves of disruption and discontinuity rather than become crushed by them.
Reframing enterprise transformation

History is replete with organizations that have struggled mightily to transform
themselves to overcome organizational orthodoxy. Less than one-third of
organizations have produced any meaningful improvement in performance as a
result of their transformation efforts.
Despite this unfortunate reality, the transformation train continues to gather
steam as it chugs along the rails of organization and change. Nearly half of all
CEOs launch a reorganization during their first two years on the job, and over
95 percent of organizations report being engaged in some phase of
transformation at any one time.
Today, the key to avoiding digital Darwinism does not lie in transforming the
organization from one static state to another. By the time the transformation is
complete, it is already obsolete, and the cycle begins anew. Einstein defined
insanity as “Doing the same thing over and over again and expecting different
results.” Here, it appears, we are experiencing a severe case of “transformation
insanity” that is distracting organizations from creating the responsiveness,
resilience and adaptability they so desperately need to survive.
Einstein is also widely credited with the quip, “Everything should be as simple
as possible, but no simpler.” A key reason why most transformation efforts fail is
that they do not adhere to the Law of Requisite Complexity, which states that
organizations must achieve complexity-parity with their environment in order to
survive. Most organization transformation efforts are suboptimized from the
outset because they fail to acknowledge the inherent complexity that characterizes
the modern day digital enterprise.
Survival can no longer be achieved by discretely transforming the organization’s
structure, systems, processes, and technology from one state to another. Instead, we
must overcome our proclivity towards transformation insanity and develop a holistic

and systemic human-centered capability building approach that enables the
organization organism to respond to uncertainty in perpetuity.
Envisioning leadership as an adaptive system

In times of disruptive change, leadership has consistently emerged to bridge
the gap between an untenable present and an uncertain future. As our planet
careens towards a future that is increasingly data rich but certainty poor, the
need for leadership becomes increasingly acute. The primary leadership
challenge today is to develop the responsiveness, resilience, and adaptability
required by the organization to avoid extinction.
Paradoxically, to better understand how leadership can be leveraged to
cultivate enterprise instancy, we must first critically examine the phenomenon of
leadership itself.
For too long, we have errantly assumed that leadership is a noun and not a
verb. In so doing, we have unconsciously separated the leader from the system
within which leadership itself is being exercised. As a result, we tend to overvalue
the impact of individual leadership actions while ignoring the reality that
leadership is an integral part of the organization system. In short, we have failed
to recognize that leadership is not simply a person, position, or role, but a
complex and interconnected set of relationships that is a property of the
organization, not of the individual.
Today’s reality is that organizations are complex amalgamations of people,
structures, systems, processes, technologies, and behaviours. The organizational
capability required to avoid digital Darwinism lies well beyond the ability of any
single leader, no matter where they sit in the hierarchy. Individual leaders simply
do not possess the competence or capacity to sense – let alone make sense of
– the complexity and jerkiness whirling around organizations today.
So, we find ourselves in a paradoxical situation where our dependence on
leadership is greater than ever before, but what will be required of leadership in
the future is markedly different from how it has been conceived of and leveraged
in the past. To begin this journey, we must conceive of “leadership as an adaptive
system,” that has the requisite complexity and response ability to enable the
organization to avoid digital Darwinism. This shift will require unlearning much
of what we have previously believed about what it means to lead.
Leading from the middle-out

An “adaptive leadership system” requires that leaders at every level engage
112
disparate and diverse sets of people, systems, processes and technologies in

real time to increase the likelihood of survival.
Perhaps contrary to popular opinion, the leaders operating in the middle of
the current hierarchy are the greatest source of leverage to build the
responsiveness, resilience, and adaptability that the modern day enterprise so
desperately needs. Leaders at the center of the organization operate at the
confluence of a new normal of constant disequilibrium where unanticipated
change is constantly giving off tensions and tradeoffs that require immediate
response. We call them Centre-Leaders.
Center-Leaders work from the “middle-out,” to tackle these tradeoffs and
tensions by playing a critical role in navigating two perennial organizational
polarities (see Figure 3):
The Adaptive Leadership SYSTEM
Organizational
organism
Leadership Strategy
system Design
Centre
leader
Direction
Inform
Motivate
Change
Organization Centre Individual

Orthodorxy Leader Agency
Catalyst
Activity
Guide
Influence
Behaviour
Strategy
Delivery
Figure 3: The adaptive leadership system

The strategy design/delivery polarity
A perennial challenge for every organization is to ensure that its strategy is
designed and delivered in a way that maximizes value creation, delivery, and
capture. Today, the interdependencies between strategy design and delivery are
far more fluid and dynamic than ever before. Strategy design and delivery are
no longer discrete problems to be solved at the top and bottom of the traditional
leadership hierarchy. Instead, they are polarities that must be navigated from the
center of the adaptive leadership system.
In proactively navigating the design/delivery polarity, Centre-Leaders play a
critical role in ensuring the leadership system effectively balances and iterates
around a top-down directive approach and bottom-up participatory approach
to dynamically formulate, execute, and adjust strategy.
The organization orthodoxy/individual agency polarity

Today, evolving a culture that fosters innovation, collaboration, learning, and
adaptability is fundamental to enterprise survival. Centre-Leaders play a critical
role in increasing the ability of others to respond to unanticipated change by
creating conditions that encourage people to lead, follow, experiment, learn,
and adapt.
In proactively navigating the orthodoxy/agency polarity, Centre-Leaders play
a critical role in ensuring that people are fully engaged and motivated to adopt
the next waves of practices, routines, and behaviours required to ensure
organizational survival and encourage ongoing renewal.
Catalyzing Centre-Leaders
The first step on the journey to developing an adaptive leadership system
requires a lesson from chemistry. A catalyst is defined as “a substance that
enables a chemical reaction to proceed at a faster rate or under different
conditions than otherwise possible.”
So, Centre-Leaders function as catalysts within an adaptive leadership system
to accelerate the responsiveness, resilience and adaptability of the organization
under increasingly uncertain conditions. By working from the “middle-out” to
inform strategic direction, motivate cultural change, guide key work activity, and
influence individual behaviour, they orchestrate the capability required to
respond instantly to uncertainty.
To move from “transformation insanity” to “enterprise instancy,” leaders at
every level will have to fundamentally reframe what they see, rewire how they
114
think, and reconfigure what they do when faced with uncertainty. Anything short
of this sweeping and seismic shift in leadership behaviour will ensure that the
laws of mathematics, physics, biology, and chemistry conspire to bring about the
demise of their enterprise.
About the author

Tony O’Driscoll is an adjunct professor at Duke University’s Fuqua School of
Business and a Research Fellow at Duke Corporate Education.

‘Progress is
impossible without
change, and those
who cannot change
their minds cannot
change anything.’
GEORGE BERNARD SHAW
116
DAVID KALLÁS, CARLOS AFONSO CALDEIRA
& FABIANA CHERUBIM BORTOLETO
The role and functions

for transformation
A s the pace of changes in technology increases, fueled by digital
transformation, managing change is now (again) a key skill and function
for organizations. The business landscape seems to be evolving faster than most
companies can keep pace with. Challenges come from the growth in importance
of technological aspects, increasingly competitive markets for hiring talent, new
opportunities for business model transformation, and the move to customer
experience design-centric enterprises. Bottlenecks in the decision-making related
to transformation of large corporations can lead to a “Kodak-esque” catastrophic
lethargy. Bringing that context to the strategy domain, agile and successful
strategy execution is in demand. On the bright side, there is an unmatched
window of opportunity for nimble organizations.
Although the focus on issues such as disruption, innovation, and collaborative
economics are in the scope of the strategy literature, we argue that strategy
execution (or strategy implementation) and transformation efforts have been
under-explored in the last few years of research given the above context.
Specifically, what are the skills and competencies of the professionals in charge
of making strategy happen within organizations? What are the organizational
arrangements to make execution happen?
The transformation of organizational structures and the role of

strategy
Let’s consider the broad definition of competitive advantage such as capacity
(or set of capacities) or resource (or set of resources) that allows firms to gain
an advantage over their competitors that, ceteris paribus, would lead to greater
relative performance.
This is a key concept in strategic management research. We have seen that
competitive advantage disappears quickly in many sectors and companies.
None of the five biggest companies in market value in 2009 remained on the
list in 2019 (see table 1). Also, the top most valuable companies in the world

in 2019 have some kind of platform strategy. Competitive advantages evolve
and are copied, forcing companies to perform faster and faster to capture the
benefits when new opportunities arise.
2009 2019
Rank Company USbn Rank Company USbn
1 ExxonMobil 335.54 1 Amazon 802.18

2 PetroChina 270.56 2 Microsoft 789.25
3 Wal-Mart Stores 193.15 3 Alphabet 737.37
4 China Mobile 175.85 4 Apple 720.12
5 ICBC 170.83 5 Berkshire Hathaway 482.36
Source: Forbes (2009) and FXSSI (2019)

Table 1 – Largest Global Companies in 2009 and 2019 (Market Value)
Being transformative can mean changes in many ways. In the classic

organizational model, the CEO has the role of being the main guiding leader
of the company’s pathway, having as their right-hand support the Chief Strategy
Officer (CSO), responsible for effective strategy formulation and execution.
The CEO is also commonly supported by a Chief Operating Officer (COO),
capable of implementing and managing organizational processes, and by a
Chief Financial Officer (CFO), guardian of business “knowledge” and stand-in
for supporting strategy execution. This model seems to have been a pattern for
most companies over time. However, it is our duty to question whether, in this
new business environment, these organizational structures have the capacity to
adapt rapidly to transformations.
For CEOs and the top management team (TMT), leadership is no longer
just the management of a portfolio of strategic initiatives, measured by financial
metrics, while building and maintaining a specific competitive advantage. Being
a leader in turbulent times is to understand transformations and be adaptive to
the point of extracting competitive advantages more quickly than other players
in the market. Also, with great transformations come great barriers to change.
Transformation is a continuing element of the new leadership structure and
therefore must be a primary concern for TMT, arranged in new configurations of
enterprises. Whether for the creation of new positions in the top management,
118
DAVID KALLÁS, CARLOS AFONSO CALDEIRA & FABIANA CHERUBIM BORTOLETO
THE ROLE AND FUNCTIONS FOR TRANSFORMATION
such as the assignment of a Chief Transformation Officer (CTO), or by assigning

transformation functions to other members of senior management, this accelerated
transformation and ability to translate new opportunities into competitive
advantage requires senior management to have related capabilities to understand
and capture business opportunities and turn them into effective execution.
However, what would be the role of the classical functions in this context?
Mainly strategy execution? There are arguments that the predominant
organizational functions already take responsibility for the transformation in
organizations. It is not uncommon to have Project Management Offices (PMOs)
and Officers and/or strategy execution teams in companies.
One may argue that both traditional and new roles are essential to
driving performance improvement, mainly due to the complexity of managing
transformation in the present context. Transformational teams maintain important
responsibilities that should not be compromised through additional medium-
term complexity that may distract the organization from the agreed direction or
jeopardize ongoing actions at the site.
One should expect that the strategy executor would have the capacity to deal
with transformation environments and be aware of both the operational and
the strategic aspects of the transformation. Particularly in this new environment
of accelerated change, these characteristics are primordial to promoting
transformations that can guarantee sustainable performance for the organization.
How should individual skills and organizational function be applied to keep up
with this demand?
The research
Brazil is a good laboratory for studying these new arrangements. First, it is a
massive market and one of the top ten largest economies in the world. Second,
despite the presence of domestic business groups, there is a notable presence of
multinationals from several countries of the world. Third, as with other emerging
economies, it has experienced important institutional changes in the last 30
years, such as pro-market reforms, (re)democratization, shifts in regulations,
and technological changes, to mention just a few of them. Brazilian companies
and executives are used to living in turbulent times.
In this context, one can observe that accelerating changes are increasingly
being incorporated by companies. Where before there was a classic model
of organization, with a well-defined leadership structure with a specific form,

one now sees a movement toward corporate transformation. Companies
worried about the new business environment have sought to rethink their
organizational structure, strategies, and their business models. All this is driven
by the development of companies that were already included in the culture
of technology. However, this movement is not reflected in the organizational
structure of companies.
Analyzing Brazilian companies with revenues above US $1 billion, only 12
percent of them declare the position of CTO in their organizational chart (even
allowing for other variable denominations). For the position of CSO, the rate
is 26 percent. Ten percent of the organizations have both functions. It is worth
mentioning that these percentages are those of Brazilian companies that disclose
the positions nominally attributed to transformation and strategy tasks.
Figure 1 – How Brazilian companies denominate their transformation executives
Source: Authors’ research on companies’ websites and CVM (Brazilian Securities

and Exchange Commission)
Brazilian companies with revenues over $1billion

10% of Brazilian
Companies
2% of Brazilian 16% of Brazilian

companies companies
CTO CSO
3% has the same person in charge
of strategy and transformation
Some companies in this sample delegate these activities to the managerial

level, as is the case of a strategy execution area. The transformation activities are
closely related to the areas of technology (both IT and digital transformation). We
also perceive by the distribution of activities that the CEO has the role of higher
leadership as both “guardian” of the strategy (in companies where there is no
CSO named directly) and operations, acting as a centralizer.
120
While companies have apparently not yet formally incorporated the CTO and
CSO positions into their senior management teams, they are moving towards an
effective mindset shift. Still, in three percent of cases, the person responsible for
executing the strategy also has the attribution of leading the transformation within
the large Brazilian companies, so there is a lot of space for synergies of areas in
the Brazilian business environment.
Also, in order to understand the complementary (and perhaps substitution)
interfaces of the positions, we conducted in-depth interviews with C-suite
managers of three large Brazilian companies. The aim was to understand both
the capabilities and functions attributed to the strategy leader and the interrelation
between strategy execution and organizational transformation. We also researched
secondary data from other large companies operating in Brazil.
The main skills of strategy managers are: negotiation skills (“navigation”), being
the “right-hand” of the CEO, understanding the roles of everyone in the company
transformation, being respected among peers. In our sample, generally speaking,
there was no mention of the necessity to come from inside the operation. This last
characteristic is different from what has been found in past literature, where having
experience in the industry and in the company was considered a plus for the
occupant of strategy leadership. Another feature worth highlighting is the ability
to reorient the organization’s attention to horizon two (medium term), the critical
period for executing the strategy (within two to four years of the strategy cycle), and
a strong background in finance.
We also observed synergies between the areas of strategy and transformation.
The strategy executive must have connections with the entrepreneurial environment
and provide an open innovation environment within the company. It is desirable to
have the qualities of adapting to new environments, dealing with uncertainty in the
middle of the process and with complex information scenarios.
Executives also understand that there is room for more synergy between
strategy and transformation in the future. Once the professionals work with shorter
cycles (faster strategic planning and implementation and shorter horizons), they
should constantly reinvent the organizations, using their experience as a base to
do so. Still, the strategist must be the visionary who understands the operation and
be the leading driver of change.
Considerations
Looking at the cases studied and the current panorama of Brazilian
organizations, it is possible to see the transformations that they are living or

should live in the coming years. In a volatile environment, in which the motto
“innovates or dies” is perceived as the only way out for many organizations, it is
necessary to create new avenues of value creation and business sustainability.
However, job creation or corporate reorganization with new assignments
and/or new areas should be used as resources that consider the specificities of
each business. The necessary adaptability in this new environment goes hand in
hand with the understanding of the ability to execute the strategies derived from
this transformation need.
So regardless of title and/or position, every business needs people whose
obsession revolves around what products, services and experiences they can
build to help their customers, and what changes in businesses models are
necessary. This is the key to building competitive strategies that can create value.
About the authors

David Kallás is a Professor of Strategy and Director of the Center for
Business Studies at Insper. He is also a partner at KC&D (www.kcd.com.br);
author of four books and Vice President of Anefac, the Brazilian Association of
Executives in Business, Accounting and Finance.
Carlos Afonso Caldeira is Professor of Strategy at Insper. He is also a
partner at KC&D (www.kcd.com.br).
Fabiana Cherubim Bortoleto is a researcher on corporate governance
and strategy at Insper.
122
Resources
Chauviere, K., Maritz, B. and van Halder, J., “The role of the transformation
Office. Recovery & Transformation Services”, McKinsey & Company, 2016.
Gadiesh, O. and Gilbert, J.L., “Transforming corner-office strategy into
frontline action”, Harvard Business Review, 79(5), 2001.
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N., “Strategy, not
technology, drives digital transformation”,
MIT Sloan Management Review, 14, 2015.
Warner, K. S., & Wäger, M., “Building dynamic capabilities for digital
transformation: An ongoing process of strategic renewal”,
Long Range Planning, 2018.
Wiggins, R. R., & Ruefli, T. W., “Sustained competitive advantage: Temporal
dynamics and the incidence and persistence of superior economic
performance”, Organization Science, 13(1), 2002.

‘Organizations are
communities of human
beings, not collections
of human resources.‘
HENRY MINTZBERG
124
PETER BREGMAN
Transforming culture
“I’d like to talk to you about a big project,” the woman told me on the
phone. “We need to change our culture.”
S he was a senior leader in a professional services firm, where people really are
their most important asset. Only it turns out that the people weren’t so happy.
Theirs was a very successful firm with high revenues, great clients, and hard-
working employees. But employee satisfaction was abysmally low and turnover
rates were staggeringly high. Employees were performing; they just weren’t staying.
This firm had developed a reputation for being a terrible place to work. When I
met with the head of the firm, he illustrated the problem with a personal example.
Just recently, he told me, a client meeting had been scheduled on the day one of
his employees was getting married. “I told her she needed to be there. That the
meeting was early enough and she could still get to her wedding on time.”
He paused and then continued, “I’m not proud of that story, but it’s how we’ve
always operated the firm.” Then he looked at me, “So, Peter, how do you change
the culture of a company?”
Such a simple question. I wanted to give him a simple answer.
But a culture is a complex system with a multitude of interrelated processes and
mechanisms that keep it humming along.
Performance reviews and training programmes define the firm’s expectations.
Financial reward systems reinforce them. Memos and communications highlight
what’s important. And senior leadership actions – promotions for people who
toe the line and a dead-end career for those who don’t – emphasize the firm’s
priorities.
In most organizations, these elements develop unconsciously and organically
to create a system that, while not always ideal, works. To change the culture is
awkward, self-conscious, and complex. It’s better to avoid it if possible.
“Why do you want to change the culture?” I asked him. “The firm seems
successful. Highly profitable. The culture seems to be working to support those
goals. Why not keep it?”
He had to think for a few moments. “It’s not sustainable. Eventually we’ll lose
our best people. No one will want to work here.” And then he paused. “I won’t
want to work here.”

That was good enough for me. But maybe not for everyone else. They’d
spent years playing the game by a certain set of rules and they were playing
to win. Now the head of the firm wanted to change the rules mid-game. Not
easy to do. And not particularly subtle. We’d have to consciously change all the
elements that had developed over decades to make up the system.
Or would we? In the late 1970s, University of Illinois researcher Leann Lipps
Birch conducted a series of experiments on children to see what would get them
to eat vegetables they disliked. This is a high bar. We’re not talking about simply
eating more vegetables. We’re talking about eating specific vegetables, the ones
they didn’t like.
You could tell the children you expect them to eat their vegetables. And
reward them with ice cream if they did. You could explain all the reasons why
eating their vegetables is good for them. And you could eat your own vegetables
as a good role model. Those things might help.
But Birch found one thing that worked predictably. She put a child who didn’t
like peas at a table with several other children who did. Within a meal or two,
the pea-hater was eating peas like the pea-lovers.
Peer pressure.
We tend to conform to the behaviour of the people around us, which is what
makes culture change particularly challenging, because everyone is conforming
to the current culture. Sometimes though, the problem contains the solution.
“Stories.” I said to the head of the firm.

“Excuse me?” he responded.
“You change a culture with stories. Right now, your stories are about how
hard you work people. Like the woman you forced to work on her wedding day.
You may not be proud of it, but it’s the story you tell. That story conveys your
culture simply and reliably. And I’m certain you’re not the only one who tells it.
You can be sure the bride tells it. And all her friends. If you want to change the
culture, you have to change the stories.”
I told him not to change the performance review system, the rewards
packages, the training programmes. Don’t change anything. Not yet anyway.
For now, just change the stories. For a while there will be a disconnect between
the new stories and the entrenched systems promoting the old culture. And
126
PETER BREGMAN / TRANSFORMING CULTURE
that disconnect will create tension; tension which can be harnessed to create
mechanisms to support the new stories.
To start a culture change all we need to do is two simple things:
• Do dramatic story-worthy things that represent the culture we want to

create. Then let other people tell stories about it.
• Find other people who do story-worthy things that represent the culture
we want to create. Then tell stories about them.
For example, if you want to create a faster moving, less perfectionist culture,
instead of berating someone for sending an email without proper capitalization,
send out a memo with typos in it.
Or if you want managers and employees to communicate more effectively,
stop checking your computer in the middle of a conversation every time the new
message sound beeps. Instead, put your computer to sleep when they walk in
your office.
Or if you’re trying to create a more employee-focused culture, instead of
making the bride work on her wedding day, give her the week off.
We live by stories. We tell them, repeat them, listen to them carefully, and act
in accordance with them.
We can change our stories and be changed by them.
*I’ve changed a couple of details in this story to protect the organization’s

identity.
About the author

Peter Bregman is CEO of Bregman Partners (www.bregmanpartners.com),
a company that helps senior leaders and teams work more effectively together
to achieve the company’s most critical business results. He is author of four
books including 18 Minutes and Leading with Emotional Courage.
A version of this article was originally published in Harvard Business Review.

‘Truth loves its
limits, for here it
meets the beautiful.’
RABINDRANATH TAGORE
128
DEBORAH ROWLAND
The I.AM framework

T oo much wasted effort in change ends up in busy action – launching lots of
initiatives that create more work and never seem to stick – or fails to crack
the nut of changing behaviour. It all feels (very) heavy. To assuage this situation,
research and development in the change management field has either been on
the skills that leaders need to deliver successful change, or the models and
toolkits available to help their change advisors.
In our work, we have indeed found out that the change leader’s skills are a
critical variable in change success, yet, little attention has been given to what it
takes to be a great change advisor – beyond the propagation of change
management theories, recipes, and toolkits.
In our own research, we have found that these classic ways of developing
change capability may not get true change. Indeed, they risk “change management”
becoming a separate industry in its own right – divorced from the exquisitely messy
realities of human systems and out of touch with the complexities of the ever-
changing, disruptive, and interconnected world of today. Change has changed.
So how can change helpers, be they internal or external to organizations, make
change be both sustainably impactful and more effortless for their clients, the
leaders they coach who are grappling with navigating today’s seismic change?
The answer lies within the change practitioners themselves.
Introducing the I.AM change practitioner’s framework

At Still Moving, helping leaders steward large complex systems through change
is our primary task. Increasingly, we are being asked to train other change
practitioners in this challenging work too. It helps, of course, if change practitioners
can model the very skills we have found to be related to success in leading change.
But it doesn’t stop there. Change practitioners also need to pause and consider
their helping stance – the fundamental source from which they operate.
To aid this exploration into source, we have created the Change
Helpers’ Intention; Attention; Mode – or, I.AM – Framework (see Table 1).
Grounded in both our change research and combined decades of in-the-field
experience, I.AM goes to the heart of the matter – the quality of all skillful
change coaching/consulting begins with the quality of presence, or inner stance,
of the change practitioner.

The I.AM framework is predicated on our underlying premise that most
conventional change is led through “action” (stance 1), not “movement” (stance
2). We define action as “the unconscious repetition of past routines.” Such
action is fine when no dramatic change or new capabilities are necessary, yet,
this stance risks using old ways to get to new places and therefore becomes a
liability in radically disruptive contexts. The “how” (change process) does not
shift to match the new “what” (desired change outcomes). For example, how
often are we now seeing our clients make attempts at becoming more “agile”
through centrally led over-programmed change approaches?
Movement, on the other hand, which we define as “the intentional shift in
the source from which the system operates,” uses change and leadership
approaches that disturb repeating patterns and enable a system to move to a
genuinely different place. For example, building agile skills through emergent
and ripe-issues-led approaches – not simply rolling out a sprint methodology
across the whole system. Such pattern-breaking work requires the change
practitioner to first alter the level of consciousness, or awareness, of their client
system – you can’t change what you don’t notice. And this catalytic awareness-
building work starts with the practitioner and their own process.
I.AM invites the change practitioner to consciously reflect on three elements

of their helping stance:
First, intention: examining their true purpose in relation to the work their client
is asking them to do. Is it personally stepping in to solve the client’s problems
(salvation), or enabling the client to see its own patterns (revelation)?
Secondly, attention: asking the practitioner to take off the spectacles they use to
view their client system and hold them up to inspection – is experience perceived
through an event-led personality lens (“he said/she said” – personalized), or
by seeing a deeper and bigger interconnected field (“what are the interactions
between these two representing for the whole” – systemic)?
Thirdly, mode: the conscious consideration of the intervention approach – is
the action logic of the practitioner to bring expertise and gather facts to get to right
answers (scientific), or to elicit the client’s own sense-making of the situation that
maybe yields inconclusive answers, yet catalyzes experimental movement to a yet
unknown place (phenomenological)?
Within these three elements we have intentionally created stances 1 and 2 as
two distinct poles so that the change helper can reflect on their own practice. There
is no “right or wrong” here, but we do wish to challenge the perhaps currently
130
DEBORAH ROWLAND / THE I.AM FRAMEWORK
STANCE 1 (Action) STANCE 2 (Movement)

INTENTION Salvation? Revelation?
Rescue client with (yr) solution Help the client see itself
(client as “victim”) (client as “agent”)
Why are you doing the work? Head towards a destination Hold a liminal state
Make the learning smooth Allow crisis & discomfort
Put in a lot of effort (push) Do the last needed (pull)
ATTENTION Personalized? Systematic?
Here’s a bunch of personalities This group = fractal of the whole

Resistance is awkward behaviour Resistance is unaware loyalties
What kind of perception do I bring
I see the iron filings I can sense the magnet beneath
to my client’s system?
I am in the drama I wish to stand with distance
What’s here is what’s here Bring in ever larger contexts
MODE Scientific? Phenomenological?

Work with images, emotions,
Work with logic, cognition, “being
impulses, meanings, hypotheses –
right truth” – as it is
as it is perceived
How do I approach what I do with Immerse in analysis and detail
Seek to find the “meta-pain”
the client? Bring prior theories & models
Examine what’s being presented
Run a rational process
Provide safe spaces for fierce and
tender moments
The I.AM Framework © Still Moving Consultancy Ltd
Table 1: The Still Moving intention, attention, mode (I.AM) change helpers’ framework
predominant helping action logic (that the change helper is there as an expert to
point and bring the client to their new destination through the change helper’s
own ideas and effort), and invite a quite different way of helping (that the change
practitioner is there to fiercely yet supportively hold and nudge the client through
their own disruptive threshold, enabling the client system to “do their work”).
It’s the difference between solving problems and awakening patterns, providing
answers and provoking ambivalence, getting busy doing the client work, and
knowing when to keep out of the way. Which stance might best generate underlying
movement in the client system, and not launch just further wasted action?
In Table 2 we invite this shift from stance 1 towards stance 2 as we have
seen the dramatic difference it makes to enable the client to work at both depth
and speed in change: building broad ownership; releasing necessary truth-telling;
shifting fear of failure to freedom to choose a new response; getting rapidly to the
really important issues; lifting the weight off the senior leaders’ shoulders; seeing

and naming the necessary price not just prize of change; and building capacities
that travel into one’s life, not just one’s work.
But doing such transforming work takes an intentional, disciplined, and
courageous stance from the change practitioner.
STANCE 1 (Action) STANCE 2 (Movement)

INTENTION Salvation? Revelation?
Rescue client with (yr) solution Help the client see itself
(client as “victim”) (client as “agent”)
Why are you doing the work? Head towards a destination Hold a liminal state
Make the learning smooth Allow crisis & discomfort
Put in a lot of effort (push) Do the last needed (pull)
Reflect...
Are you doing more work than the client?
What are you being (often unconsciously) pulled into doing, for the system?
Can you see your task as provoking irritation, while staying in connection?
Can you provide “delicate yet not duvet” support – letting anxieties run their course?
Am I getting overdrawn into the suffering of the client’s system?
ATTENTION Personalized? Systematic?

Here’s a bunch of personalities This group = fractal of the whole
Resistance is awkward behaviour Resistance is unaware loyalties
What kind of perception do I bring
I see the iron filings I can sense the magnet beneath
to my client’s system?
I am in the drama I wish to stand with distance
What’s here is what’s here Bring in ever larger contexts
Reflect...
Do I attribute judgement to behaviour or can I ask, “what is this good for?”
Is my “conditioned self” blinding me to what’s true for this system?
Can I catch my own vanity and see myself as “just one brick in the wall”?
People show a lot of what organizations are “doing” with them – do I spot this?
MODE Scientific? Phenomenological?

Work with images, emotions,
Work with logic, cognition, “being
impulses, meanings, hypotheses –
right truth” – as it is
as it is perceived
How do I approach what I do with Immerse in analysis and detail
Seek to find the “meta-pain”
the client? Bring prior theories & models
Examine what’s being presented
Run a rational process
Provide safe spaces for fierce and
tender moments
Reflect...
Am I able to purely work with direct, lived experience – including the somatic?
How can I move beyond right/wrong (truth-seeking to what is useful here (way-seeking)?
How can I empty myself and show up to the client without memory, intention, judgment?
How can I be a promoter of ambivalence, diminishing my status into mutual not-knowing?
I.AM Framework’s reflection guide © Still Moving Consultancy Ltd
Table 2: I.AM change helpers’ reflection guide
132
DEBORAH ROWLAND / THE I.AM FRAMEWORK
About the author

Deborah Rowland created the Still Moving change consultancy, helping
CEOs and their teams around the world and offering Still Moving change
practitioner programmes. She is also a member of the Archbishop’s Review
Group into leadership development in the Church of England. In the 2017
Thinkers50 Radar, she was named as one of the new generation of management
thinkers changing the world of business. She is the co-author of Sustaining
Change: Leadership That Works (Wiley, 2008), and author of Still Moving: How
to Lead Mindful Change (Wiley, 2017). She has personally led change in
organizations including Shell, Gucci Group, BBC Worldwide, and PepsiCo.

‘Some people don’t like
change, but you need to
embrace change if the
alternative is disaster.’
ELON MUSK
134
ANDY VESEY
The A to Z of transformation
T ransformation is big business in today’s corporate world. As a CEO and
leader of global organizations, I’ve walked the walk, leading multiple global
initiatives that were utterly transformative in nature. I know what it means when
we get these massive undertakings right – the return on shareholder value, the
pride of the business owners, the elevation of the culture, and the positive impact
on the customer. But when we don’t, things can be disastrous and life altering in
all the ways we hope to avoid.
I’ve come to look at the business of transformation as a particular type of
alchemy – some of it is an art, some of it a science. But there are base elements
that must exist for leadership to execute any of it properly and to great effect. It’s
why I wrote my book, The A to Z of Transformation. I wanted to capture what I’ve
learned from years of business transformations both on a global scale and on a
microeconomic level and condense it into a playbook for my fellow business
leaders. This is the truth, the no-holes-barred reality of what it takes to effect real
change and return value for your shareholders and customers. As a fellow CEO,
I’m sharing all the advice I wish someone had given me.
I should take a step back for a moment: when I talk about the “A-to-Z of
Transformation,” it’s not a cookbook to perform a transformation initiative start
to finish. This is how I would counsel an executive who’s going to go forward
with a large-scale overhaul idea and lead it. Consider it a guide for executive
leadership.
So, below is a teaser on all the things we wish we knew about business
transformation. It’s not the run-of-the-mill, canned advice that consultants will
tell you; this is the stuff to remember, the advice you follow to be successful.
A is for “Alignment with Equity”

The first one is alignment with equity. This simply means you should know
your “why” before starting any transformation effort and, as the CEO, that why
should be quite simple: any transformation is ultimately about benefitting the
owner(s), not for the comfort of management. This is the fundamental issue that
sinks so many leaders when they begin a transformation effort: they get lost on
the purpose of the whole thing. Transformations large and small must be done
with the purpose of enhancing the equity holders of the business.

Now, with businesses that aren’t publicly traded – let’s say it’s a government
institution or something of that nature – merely modify your thinking about the
line of ownership to the ultimate benefactors. But make no mistake: transformation
is always about the owners of the business. Transformation efforts performed for
the comfort or egos of management are a) not worth taking; and b) will not be
successful because of the amount of support you’re going to need from the top
of the organization. Whether it’s the Board of Directors or Governors or whatever
– there absolutely has to be strong, very tight alignment between the transformation
effort and the owners of the business.
Let’s address an obvious question: one might surmise that I’m speaking
solely about benefiting the business owners, which would lead you to ask, “Well,
shouldn’t we serve the customers?” Of course, we should, because in serving the
customers, you’re serving the owners, and we’ll get to that. But transformation
efforts are inevitably about alignment. These initiatives are complicated: they’re
tough and they’re hard, which means you will absolutely need support from your
owners. Therefore, your business case has to lead to their benefit.
B is for “Believe”
You must have a bone-deep belief in what you’re doing because there are
going to be days when, even though your inevitable vision is aligned with equity,
you’re going to have to stay laser focused on what you’re attempting to
accomplish. You must have unshakable faith, belief beyond a shadow of a doubt
in what you’re doing.
If you don’t actually believe in your transformation initiative to the point
where you wake up thinking about it, spend your day ruminating on it, and then
go to bed thinking and dreaming about it, you won’t be successful, because
every single day everything will act to take you off track.
The hard fact is that transformations are tough, right? They’re very difficult
because they challenge the structure, the culture, and everything about the
company. You have to believe in what you’re doing so you bring yourself 100
percent to the effort every single time and you absolutely will not be deterred. If
you don’t believe in it, don’t start it.
The origin of your belief is irrelevant; it doesn’t matter from where the belief
comes, but you positively must have it. You’re running the business for your owners,
and you have a plan that will benefit them. You’d better believe in that plan. This
isn’t about faith; it’s about a commitment, a deep belief that drives you to get this
done. It’s behind the motivation to fight all the battles. The alignment with equity
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ANDY VESEY / THE A TO Z OF TRANSFORMATION
gives you the business case, and you have to believe in it with all your heart. If it’s
not that important, don’t do it. Find something else to do.
C is for “Clarity”
You must not only be crystal clear with yourself on what you’re trying to
accomplish, but you need to translate that crystal vision to all your key
stakeholders. Communication is critical not only to you but to everyone you’re
going to interface with because it’s what’s going to build the clarity of purpose
so people can align with what you’re trying to achieve.
Be explicit about your vision. Paint a picture. The ability to do this creates
followership for where you’re going as a leader. Success lies in your ability to
specifically describe in graphic, passionate detail what you are trying to achieve.
Your people need this kind of clarity.
Be certain and clear of your purpose and direction: what are you trying to achieve
and what are the details that support this vision? Because the next thing is…
D is for “Discipline”
When you go into a transformation project, you bring the same management
discipline as you would to anything else you do. That means, when you have the
clarity, you have to bring it to the table and work with it every single day until the
work is done. You will have consequences, you will have great wins, but inevitably
the wins are found in your unending dedication and methodical approach to
winning.
Transformation, in this regard, is like every other project, which means it
requires all the discipline and focus you would normally apply along with regular
progress measures: What are the KPIs? What are the closely watched numbers?
What are the metrics? What happens when you’re off? What happens when
you’re reporting suggests that things are going south? Who’s responsible? What
are the accountabilities? All of that falls under discipline, and you can’t have
discipline without clarity of purpose and mission and destination.
E is for “Eliminate the Old Guard”

This is necessary because the old guard stands in sharp contrast to
transformation efforts; they’re guarding the old. These are people who simply
will not move an inch in support of your transformation efforts.
Simply put, you need to get rid of them.
The problem we must recognize as CEOs is that the old guard is a massive

obstacle: they stand in opposition to everything you want in an effort to protect
what’s important to them: status, position, etc. It’s everything to them, and they’ll
stop at nothing to protect it. The fact is, if you sit around the table with a bunch
of senior executives and one person isn’t on board, that one person is a massive
threat to your ideas. They potentially represent huge swaths of people in their
network that they’re never going to bring along to your manner of thinking.
Disregarding this person – or people – will cause immense problems for you.
These are senior executives with deep, broad networks that will prevent you from
being successful. Any belief that you can win them over, manage around them,
or that the energy and support of everyone else is enough is misguided and will
lead to a story that has a bad ending. Bottom line – you’ve got to replace them
with people who are supportive.
In order to effect real change, it’s got to be all hands on deck, and all hands
pulling the oars in the same direction. Every executive manages resources. Every
executive influences their own private networks; everybody has their cliques.
These individuals represent a major portion of your organization, and you
cannot embark on this journey unless all hands are pulling in the same direction
and everyone’s committed to the same outcome.
F is for “Focus on the End Customer”

This means exactly what it says: your inevitable focus in transformation efforts
absolutely MUST be driven and implemented with the end customer is mind.
And I’m not speaking about this internal jargon that says every person in the
organization has a customer; this is about the people who will inevitably consume
the company’s goods and/or services. It’s ONLY the end-use customer you care
about and on whom you should be focused. Therefore, whatever you’re doing
in terms of transformation has to be quite literally focused with intent on that
customer, the ultimate consumer of the enterprise’s product or service.
This is where businesses get tripped up in intermediary steps; you don’t do
transformations to make sure Accounting writes a better report for Operations.
That has to do with creating agility and making the organization lean for
the organization’s sake. Transformation, in contrast, is all about focusing on
driving outcomes that create or deliver new innovations for the customer.
G is for “Gearing Up for Growth”

The final concept is to gear up for growth, which means transformations,
when you do them, must be executed in such a way they help you grow the
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ANDY VESEY / THE A TO Z OF TRANSFORMATION
business. Success is all about growth and making sure that, as you transform,
you expand the business.
Transformations, by their nature, are discontinuous; they’re not incremental.
Smaller, marked changes are process improvement. That’s not transformation.
Transformation is a discontinuous process, which is why these larger concepts
are so important. Too many times, people think they’re creating transformation
when in reality what they’re doing is incremental change. This is why gearing the
company up for growth is so much larger: it means you must have some big,
bold vision around what the growth is going to look like.
Transformation should yield a big step in total shareholder returns for that
business – it’s all about growth. It’s not about doing the same with less; growth
is an essential part of this process because it inevitably powers the engine of
transformation.
I set out to gather my thoughts as a time-tested leader in global business
transformation for my fellow corporate leaders. While A to G provides merely
a glimpse of what the A to Z is about, my hope is that it prompts some level of
deeper thinking and reflection.
In my upcoming book, I outline in much more detail, with stories and
examples, why I believe that having a systematic, thoughtful, and intelligent
approach that focuses on all aspects of transformation – A to Z – is the way to
ensure that our businesses will thrive and succeed today, tomorrow, and beyond.
About the author

Andy Vesey is the former COO of AES Corporation and managing director
and CEO of AGL Energy.

‘The sinkhole of change
is communication and
motivation. It’s where
change projects go to die.’
NANCY ROTHBARD
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SUSIE KENNEDY & ANDREW BRAY
The discipline of change

W e are in the fourth industrial revolution, Industry 4.0. The speed of change
is truly exponential, driven by digital technologies including artificial
intelligence, robotics, cognitive technologies, autonomous cars, 3D printing,
and many advances in science. It is a revolution involving a fusion of physical
and digital technologies that impacts every part of our daily lives, creating vast
possibilities as well as threats across all sectors and industries. Organizations
must be more agile, transform more quickly in an atmosphere of urgency and
uncertainty, and put the human dimension at the forefront of creating higher
performing learning cultures.
Successful transformation remains difficult to achieve – research by John
Kotter and McKinsey shows still only 30 percent of transformations are successful,
even less in the public sector. Key reasons include:
• Lack of leadership of the change effort

• Failure to change mindsets of stakeholders
• Absence of an approach to managing the change
When organizations use effective leadership and apply a rigorous and structured
approach, they are more likely to succeed. We find repeatedly that whilst some
organizations may use a form of project management to manage change projects,
few effectively integrate project management with change management.
An integrated approach to leading change

Over the past 25 years of change consulting applying Kotter’s renowned 8-Step
Approach using the Project Management Institute’s methodology, we developed a
practical approach for implementing organizational change that integrates Kotter’s
model with the discipline of project management (PMI) and the psychology of
change in a structured process.
Our 3-D Approach to Leading Transformation (Figure 1) focuses on people,
processes and projects/programmes. Successful change is managed in three phases
through a series of steps for leading change and managing change projects with
ongoing communication throughout. This article summarizes the approach and
provides examples of practices that lead to successful implementation of change.

3-D Approach ®
Help People Generate Create Lasting

SEE BELIEF CHANGE
DEFINE DEVELOP DELIVER
Change Management Change Management Change Management
Step 1 - Show The Need Step 4 - Gain Buy-in To Vision Step 6 - Make It Happen
Step 2 - Build Guiding Team Step 5 - Empower Action Step 7 - Embed Culture
Step 3 - Create The Vision Project Management Project Management
Project Management Develop Project Plans Monitor and Report
Project Start-up Work Packages and Risk and Issue Management

Deliverables
Business Case and Benefits Scope Management
Resources and Budget
Project Initiation Document Project Closure
Ongoing Communications
Figure 1: The 3-D Approach to Leading Transformation. ©2019 KBA Solutions Limited. All rights reserved.
Phase 1 - Help people see

The initial phase of the transformation process involves three key steps to help
people see the need for change and three elements of project management to get
the change project off to a good start with ongoing communications to engage
and change mindsets.
Step 1 involves helping people see things need to change in a way that engages
them from the outset and starts to shift mindsets.
Step 2 involves setting up a guiding team of change leaders to lead the change
effort and maintain ongoing change leadership.
Step 3 involves developing a vision of the future in a way that engages key
stakeholders early on.
The change initiative is clearly defined using the business case with benefits
identified and through the project initiation document (PID).
In practice these first three steps are managed through initial workshops with
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SUSIE KENNEDY & ANDREW BRAY / THE DISCIPLINE OF CHANGE
the guiding team. Strategic analysis tools are used to answer the questions, “Why
do we need to change?”, “Who are our key stakeholders?”, and “How will this
change benefit and impact them?” The answers help to create a credible narrative
for the reasons, benefits, and implications of the change for each stakeholder
group.
To build a vision of the future, change leaders should explore and agree the
purpose of their organization or unit to anchor the visioning exercise by asking,
“Why do we exist?” The process of answering this question creates meaningful
focus and positive energy as leaders feel a sense of purpose and pride in their
discovery. For example, the leadership team of the Research Division of the
University of Cambridge were proud to say their purpose was to offer expert
guidance on sponsored research funding to enable world-class research, rather
than to process research funding applications.
Building on this energy, the guiding team can ask, “What do we want to be
known for?” projecting forward to a relevant future time and imagining what they
would want key stakeholders to say of the unit/organization. This discipline of
visioning from stakeholders’ perspective allows the human dimension to be kept
at the forefront of the transformation.
Integration of project management at this stage ensures common understanding
of what the transformation must actually deliver and must be documented in the
PID. The name of the initiative should be used to engage (not alienate) those
involved – a name relating to business benefit rather the technology is more
appropriate. At key planning sessions, change leaders should routinely update
stakeholders on what’s happening and what to expect next.
Phase 2 - Generate belief

In the second phase of the change process there are two major steps to
manage in order to generate belief in the vision and three key elements to
develop the project plans and create momentum plus the ongoing
communications.
Step 4 involves translating the vision into a change strategy, stating what has
to be done, identifying quick wins, and getting more people involved in the
process whilst communicating the vision.
Step 5 involves giving people reasons to believe in the change by identifying

barriers; delivering quick wins; developing leadership capability; encouraging

greater creativity and reviewing how the existing culture, processes, and structures
fit with the new vision.
In parallel with the change steps, the project plans are developed, work
packages and deliverables established, and resources and budget identified.
An effective way to engage more people as early as possible is to repeat the
visioning exercises with employees. This creates a valuable opportunity for
everyone to think more deeply about their purpose and what they want to be
known for. In articulating the purpose and positive aspirations, employees feel
emotionally engaged, believe their contribution is genuinely valued, and have a
role to play in the transformation.
Change leaders under pressure to deliver and concerned that employees’
views might differ widely from theirs, may be tempted to “tell” rather than “ask.”
This is a mistake, as McKinsey research shows that people are five times more
committed to an outcome when they have an input to it. Also, if employees’
views on purpose and vision do differ, this is the ideal time to listen and
understand why the differences exist. In our experience this is a rare but important
opportunity. During a visioning workshop in a large public sector organization,
the recently merged community care and housing divisions could not agree on
a single purpose statement. This gave senior managers the opportunity to review
their strategic alignment and recognize the need to focus on the needs of their
common customer rather than on current service.
Once the vision statement is achieved, the guiding team work together to
translate it into a high-level strategy map with objectives that enable projects, work
packages, and deliverables to be identified, and responsibilities to be allocated.
This activity helps build the guiding team as it is a challenging and energizing task,
which results in a robust plan of action. Also, the strategy map creates clarity on a
single page, which serves as an effective communication tool for stakeholders and
monitoring tool for project sponsors. Legend has it that during the implementation
of a new accounting system in the UK Ministry of Defence, then Prime Minister
Margaret Thatcher carried the strategy map in her handbag!
Phase 3 - Create lasting change

The final stage of change involves two change steps and four project
management elements to embed the change whilst communicating successes.
144
Step 6 involves delivering the change strategy; keeping momentum;

refreshing the change team; and staying on track.
Step 7 involves embedding new behaviours and practices in the culture by

creating mechanisms for reinforcing the desired behaviours.
Delivering the strategy involves project monitoring and reporting, risk and
issue management, scope management, and project closure.
This phase of the change process requires focused leadership and discipline
to maintain momentum as membership of the guiding team may change and
other new exciting initiatives may divert attention and resources. Guiding teams
that stick to the rigour and routine of regular meetings to monitor and
communicate progress long after the initial glamour has faded, are more likely
to deliver successful transformation.
Reinforcing desired behaviours to influence culture change should start with
role modeling. The Heathrow Airport Safety Improvement team vision was to
transform the culture of health, safety, and wellbeing for the 76,000 people
working across the airport. They focused first on identifying and developing the
desired behaviours that would enable their own health and safety specialists to
influence others, updated job descriptions and amended recruitment processes
to reinforce these new ways of working within the team.
Project monitoring should measure the actual transformation (as defined in
the PID) not just the completion of activities – benefits achieved and behaviour
change should also be monitored. Putting in a new IT system is not a success
until staff are using it and embracing new ways of working. Such was the case
for a luxury retailer who had to do more work on changing mindsets when it
became apparent that staff, having received training on a new system, continued
to revert to old manual methods.
The speed of change is increasing and organizations must transform quickly to
take advantage of opportunities and mitigate threats that the fourth industrial
revolution presents. Achieving successful transformation remains as difficult today
as it was a quarter of a century ago. However, one in three transformations result
from a combination of effective leadership to engage people and change mindsets,
and the application of a rigorous structured approach to managing the change.
Against the odds, leaders can increase their chances of delivering successful
transformation by applying the discipline of change.

About the authors
Susie Kennedy is senior partner of KBA Solutions Limited, which she
founded in 1993. KBA specializes in change leadership consulting and
executive development. She is Programme Director for KBA’s Institute of
Leadership and Management Strategic Leadership Programme for senior
managers, with programmes at the University of Cambridge, Premier Foods,
and nationally for UK Local Government at Kings College London. She is an
executive coach to senior executives globally.
Andrew Bray is senior partner of KBA Solutions Limited. As a qualified Civil
Engineer he managed construction projects for large design and construction
companies including Balfour Beatty and WS Atkins. He has an MBA from
Warwick Business School and consulted on major transformation projects at
Deloitte Consulting. He is Programme Director for the Strategy and
Implementation modules of KBA’s Strategic Leadership Programme.
Resources
A Guide to the Project Management Body of Knowledge (PMBOK®Guide), 5th
Edition onwards.
Allas, T., Checinski, M., Dillon, R., Dobbs, R., Hieronimus, S. & Singh, N.
Delivering for Citizens: How to triple the success rate of government
transformations, McKinsey Report, May 2018.
Beer, M. Eisenstat, R.A. Spector, B.A, “Why change programs don’t produce
change”, Harvard Business Review, November 1990.
De Smet, A., Lurie, M. & St. George, A., “Leading agile transformation: The
new capabilities leaders need to build 21st-century organizations”, McKinsey
Quarterly, October 2018.
Keller, S. & Aiken, S., “The inconvenient truth about change management”,
McKinsey Quarterly, April 2008.
Kotter, J. P., Leading Change, Harvard Business School Press, 1996.
Kotter, J. P.& Cohen. D.S., The Heart of Change, Harvard Business School
Press, 2002.
Kotter, J. P., “Leading change, why transformation efforts fail”, Harvard Business
Review, No. 73, 1995.
Lawson, E. & Price, C., “The psychology of change management”, McKinsey
Quarterly, June 2003.
Jacquemont, D., Dana Maor, D. & Reich, A., “How to beat the transformation
odds”, McKinsey Survey, April 2015.
146
Schwab, K., “The Fourth Industrial Revolution”, World Economic Forum, 2016
“The Fourth Industrial Revolution is here – are you ready?” Deloitte Insight
Report 2017.
Wall, S., “The fusion of physical and digital worlds will improve experiences
and inspire new technology”, Forbes, 15 February 2017.

‘If you don’t like
something, change it. If
you can’t change it,
change your attitude.’
MAYA ANGELOU
148
TENDAYI VIKI
The human side of

transformation
C ontinuous transformation is an imperative for contemporary business
leaders. With the rapid pace of technological change and disruption that
is taking place, no industry will remain untouched. It is in this context that many
companies across the world are launching and driving change programmes.
Some of these programmes involve putting in place new technologies and
processes to drive innovation. What we are learning is that, while implementing
new technologies and processes may be hard to do, it is the human part of
transformation that is most difficult.
Implementing changes in the technologies we use to run our organizations is
key to success and leaders should do their best to ensure success at this. However,
the benefits of these new technologies and processes will only be successfully
leveraged if the transformation programme also succeeds in changing people
and their mindsets. This human side of change is the most difficult because it
speaks to people’s deep-seated needs for stability and an almost instinctive
resistance to change.
I have worked with several companies that have succeeded in putting in
place the right technologies they needed for digital transformation. However,
leadership was struggling to change how people behaved. They had the
technology in place, but their people were still using the same old linear ways
of working they had always used. One frustrated leader once remarked to me
that, “We have given our teams a Formula 1 car and they are driving it around
country roads.”
The paradox of change

As leaders, we need to recognize that transformation speaks to universal
human challenges. Human life is a constant tension between progress and inertia.
For most people, changes within their company can feel like chaos is being
introduced into their once predictable workplace. This is why transformation can
be most difficult in traditional organizations with a long-running history of success
and low employee turnover. It can be a blessing and a curse to have employees
that love working at a successful company and strongly identify with it.

It is a blessing because these employees understand the true DNA of their
company and this can serve as a true north during any transformation programme.
However, this employee commitment can become a challenge when people start to
confuse their daily rituals and ways of working as being a reflection of the DNA of
their company. When transformation is taking place, it forces people to face
uncomfortable existential questions – what are the truly essential elements that are
core to the DNA of our company? And what are the ways of working and technologies
that can and must be changed?
In addressing these questions, leaders often make the mistake of simply avoiding
the issue and discussing their plans for transformation in terms of roadmaps for
technology or process implementation. The human side of transformation remains
largely unaddressed. Here, I will discuss three human barriers to transformation that
have to be addressed before our programmes can succeed.
Inertia
People have a strong tendency to do nothing or remain unchanged. Inertia
is particularly strong when things are going well within a company. Unless there
is a crisis, most people will question why change within the company is necessary
at all. The company is doing well, things are working and we are making profits.
So why do we need to change? Most companies are organized in siloed
departments. As such, many employees struggle to see the big picture.
Most employees cannot sense their business environment changing before
it’s too late. They need to see a burning platform first! However, if leaders wait
until there is a crisis to drive change, it might be too late to transform effectively.
As such, inertia is something that must be addressed by leaders directly. Leaders
must provide clearly articulated reasons for the transformation programme that
paint an aspirational view of the future.
Doubt
In every organization, there are people who understand the need for change
and are broadly supportive. Their biggest barrier is doubt. They doubt that such
change can ever happen in a company such as theirs. Many of them have
experienced the negative impacts from a number of failed change programmes.
So, they will take a point of view that the current transformation programme is
just another one of those.
I have been in meetings with employees who remember how their company
tried and failed to transform several times. They don’t believe that their leadership
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TENDAYI VIKI / THE HUMAN SIDE OF TRANSFORMATION
team has the capability to enact lasting change. So, they choose to hunker down
and get on with their work – this change programme will soon blow by. Ironically,
this is a self-fulfilling prophecy. Transformation programmes can fail simply
because the very people that are supposed to drive change don’t believe that
change can happen.
Cynicism
This is the human barrier that can be most frustrating for leaders. Cynicism is
the schadenfreude that some employees feel when the transformation programme
runs into problems or has to change direction. This results from a combination
of inertia and doubt. People don’t want change to happen and they already
doubt that leadership can do it. So, these people will use any sign of failure or
change of plan as a talking point to illustrate how they always knew that their
company’s leadership was incompetent.
Leaders can become frustrated because there is no transformation programme
that can run without problems or challenges. To paraphrase Steve Blank, no
transformation plan survives contact with the organization. As such, the
willingness for leaders to change and adapt their plans is a good sign that they
are listening and testing their ideas. This is to be celebrated, rather than mocked.
Cynics can be like rotten apples within a transformation programme and must
be addressed directly.
A battle for hearts and minds

Beyond planning the implementation roadmap for the transformation
programme, leaders need to consider the human side. Overcoming the
challenges of inertia, doubt, and cynicism goes beyond convincing people about
the merits of the transformation. Even when people find little to disagree with,
their main concerns will be on how change will happen within their company;
and whether their company has the right leadership team to do it successfully.
Social science research on behavioural change has found that positive
attitudes alone are not enough to predict behaviour change. People may have
positive attitudes towards a certain behaviour but fail to change as we expect.
According to psychologists Icek Ajzen and Martin Fishbein, there are two other
factors that influence whether people will act in line with their positive attitudes:
subjective norms and perceived behavioural control.
Subjective norms refer to people’s perceptions of the social support to
perform or not perform a particular behaviour. Perceived behavioural control

refers to people’s perceptions of how easy it is to perform a particular behaviour.
In our organizations, these two factors can have an impact on transformation. In
the first instance, people may perceive that there is social pressure from their
cynical colleagues to not support the programme.
In addition to this, the negative history of previously failed transformations
may also influence perceived behavioural control. After seeing others who
embraced change struggle to get things done, people may perceive that it is not
easy to implement any meaningful change inside the company. These concerns
are real and can impact how people behave.
What leaders need is a way to show people that there is positive support for
change in the organization and that is it possible for change to happen. Beyond
simply communicating the value of the transformation, we can start with small
projects and get an early win. Getting an early win will show that change is
possible inside our company and can yield positive results. As we celebrate our
early success, we provide people with a sense that being part of the transformation
programme is acceptable behaviour within our company. Early wins increase
subjective norms and perceived behavioural control. Which in turn reduces
inertia, doubt, and cynicism.
In a 2018 Forbes article on digital transformation trends, Daniel Newman
noted that company culture is still the biggest barrier to digital transformation.
Beyond planning the roadmap and implementing technology, leaders need to
think seriously about the human side of transformation. A change management
programme focused on tackling the human side of change needs to be run in
parallel to any transformation programme. Companies that are able to change
their technologies, processes, and employee mindsets will benefit the most from
transformation and end up with innovative organizations.
About the author

Tendayi Viki is an author and innovation consultant. As Associate Partner at
Strategyzer, he helps large organizations innovate for the future while
managing their core business. He co-designed Pearson’s Product Lifecycle,
which is an innovation framework that won the Best Innovation Programme
2015 at the Corporate Entrepreneur Awards in New York. He has been
shortlisted for the Thinkers50 Innovation Award and was named on the
Thinkers50 2018 Radar List for emerging management thinkers to watch. He is
co-author of The Corporate Startup and The Lean Product Lifecycle, and author
of Pirates in The Navy.
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TENDAYI VIKI / THE HUMAN SIDE OF TRANSFORMATION
Resources
Ajzen, I and Fishbein, M., Understanding attitudes and predicting social
behavior, Prentice-Hall, 1980
Newman, D., “2018 Digital Transformation Trends: Where Are We Now?”,
Forbes, 2018; https://www.forbes.com/sites/
danielnewman/2018/08/20/2018-digital-transformation-trends-where-are-
we-now/#37090c74c647

‘The greatest danger in
times of turbulence is not
the turbulence; it is to act
with yesterday’s logic.’
PETER DRUCKER
154
STUART CRAINER
Kanter on change
R ather mischievously, one reviewer called Rosabeth Moss Kanter “the Eartha
Kitt of change management.” The Harvard Business School professor, one
of the 50 most powerful women in the world according to one magazine, is
amused by the comparison to the husky songstress. “I suppose it is very flattering,
perhaps a way of saying that I’ve been a sustained performer over the years
rather than appearing in a flash and then disappearing.” Then Kanter reflects on
the comparison. “But how many people now know who she is?”
Another take on her place in the intellectual firmament comes from an
introduction at a management seminar: “If Peter Drucker is the left brain and
Tom Peters the right brain; Rosabeth Moss Kanter is the whole brain.”
While this sounds a little like the introduction of an over-stimulated boxing
MC, there is no doubt that Kanter is intellectually formidable. Her career includes
spells at Yale and Harvard Law School. She edited the Harvard Business Review,
advises the CEOs of major multinationals, and is active in public service –
among other things she was an economic adviser to Democrat Michael Dukakis
when he stood for US President and served on Republican Mitt Romney’s steering
committee for his transition from head of the Olympics to Massachusetts
Governor. Kanter is also one of the founders of the consulting firm Goodmeasure
and involved in a host of other social and business activities.
She is also a woman in a man’s world. Female management gurus – or
thought leaders - are thin on the ground. Indeed, the only one of historical note
is Mary Parker Follett, who died unheralded in 1933 and whose reputation
Kanter has helped resuscitate.
Kanter’s work – which includes the bestsellers Change Masters, When Giants
Learn to Dance, World Class, and Evolve! – combines academic rigour with a
degree of idealism not usually found in the bottom-line fixated world of
management thinking. She does not consider idealism and business as mutually
exclusive.
Unlike some other commentators, Kanter’s worldview is not confined to the
boardroom. Her doctoral thesis examined 19th century utopian communities
including the Shakers. Such was her enthusiasm that in the early 1970s she

compared IBM to a utopian culture. Trained as a sociologist, she found the
business world beguiling. But, rather than leaving her youthful utopian idealism
behind, Kanter brought it to bear on the big management issues.
In her quest to get close to the corporate action, Kanter first tackled the
narrow-minded, hierarchy-heavy corporation of the 1970s. In her 1977 book
Men and Women of the Corporation, she effectively sounded the death knell for
the traditional company. Unfortunately, as the bell tolled, the men and women
of the corporation were too busy signing forms in triplicate, sending meaningless
memos to each other, and jockeying for position in the ornate hierarchy to
actually hear anything. The book was a powerful obituary, though the victim kept
on breathing for a while longer (and can still be viewed gasping for breath in
many places).
Then Kanter moved on to look at the perennially thorny issue of change in
The Change Masters and innovation culture in When Giants Learn to Dance.
Kanter’s next book, World Class, outlined many of the issues now being violently
aired by anti-capitalist protestors. She describes it as “an activist’s book.” It
looked at the need among companies, communities and regions to create an
infrastructure for collaboration. It suggests that globalization can only be a force
for good if it delivers at a local and regional level. In Evolve!, she puts her ideas
in the context of the new economy.
Change skills
In 1999, Kanter set out eight classic skills for leaders at any level engaged in
change. Kanter says initially that, “the most important things a leader can bring
to a changing organization are passion, conviction, and confidence in others.”
Leaders need to be on the lookout for new trends, actively eliciting information
from a range of stakeholders, including customers, partners, and employees.
Kanter suggests cultivating a series of “listening posts” to help with this. She calls
this skill tuning-in to the environment. Do not tune out to the bad news about the
business, either.
The second skill is about challenging prevailing wisdom in the organization.
Absorb information from different sources, look for the patterns in the information,
and then construct new patterns, question assumptions, find a new lens through
which to view a problem. Job rotations, interdisciplinary projects, and interactions
outside the organization all help with kaleidoscopic thinking, as Kanter calls it.
Leaders must also communicate compelling aspirations, conveying a clearly
understood case for change. They build coalitions too, identifying early on in the
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process the key people who need to be on board to make things happen, and
then selling them the aspiration. This should be a limited group of key constituents.
When the coalition of key people is well established, they can be set loose on
a series of experiments that roll out change in ways that will not sink the company
should they fail. Meanwhile, the leader supports, guides, and motivates; makes
sure the team is well resourced and protected, allowing it to get on with change.
Kanter emphasizes that giving the team the room and resources to engage
with change is not the same as abandoning them and then returning later at
some point to see if everything turned out for the best. It is in the middle of a
transformation process that things can so often go wrong. So, it is the in-between
stage, where the change leader earns a large proportion of their salary and
other rewards.
Finally, a great change leader remembers to reward, recognize, and celebrate
the accomplishments of the people involved in the change process. Make
everyone a hero, says Kanter. Because as she points out: “There is no limit to
how much recognition you can provide, and it is often free. Recognition brings
the change cycle to its logical conclusion, but it also motivates people to attempt
change again.”
Turning Change
Later in her career, Kanter cast a critical eye over the role of the turnaround
specialist. Corporations like Chrysler, IBM, Gillette, sports teams like the San
Jose Sharks, even countries like South Africa, have all experienced a major
turnaround in fortunes. But what kind of leader does it take to engineer such a
risky and difficult endeavour? One with a unique combination of skills that make
them ideally suited for the job it seems.
Based on her studies of several turnaround situations, Kanter says that
information and relationships are crucial aspects of turnaround leadership. A
turnaround leader must facilitate a psychological turnaround of attitudes and
behaviour before a recovery can take place.
Good turnaround leaders possess the ability to extract the information from
an organization that enables them to appraise the situation and form a viable
strategic turnaround plan. But they must also possess the necessary qualities to
see that confidence is restored to the employees and team members, as well as
those people who deal with the organization.
There are four essential components of the turnaround process, according to

Kanter: promoting dialog, engendering respect, sparking collaboration, and
inspiring initiative.
When turnaround CEOs grab the controls and wrest organizations out of the
downward spiral of decline, often the first thing that they do is encourage
openness and free communication. Even if it means making management
performance criteria and data freely available.
Turnaround leaders foster a culture of respect, both internally among co-
workers, and externally between the company and its customers, other
stakeholders, analysts, the media, and all other parties who come into contact
with the company.
This means moving beyond blame. Take Nelson Mandela’s Truth and
Reconciliation Commission in post-apartheid South Africa, for example, says
Kanter. Put the bad experiences behind and move towards a better future.
Once the turnaround CEO has the company heading on a better course,
then it is time to tear down some internal barriers and rebuild collaborative
partnerships. An energetic turnaround leader will invigorate innovation and
banish destructive compartmentalization and negative attitudes. Finally,
turnaround leaders can empower individuals to continue the revolution.
There is a caveat, says Kanter: not all great leaders make great turnaround
leaders.
Tools for change

When we spoke, Rosabeth Moss Kanter began describing her research on
turnarounds:
I have been doing some intensive case studies on situations in which failing
organizations have been turned around and what that process involves and also
what role innovation plays in turning around a failing organization. That’s very
timely at the moment, because this is definitely a time to turn things around
rather than thinking about grand new visions.
One of my cases involves Gillette, a global company that is very well
regarded but which slipped badly a few years ago, and appointed a new CEO
from outside the company. It’s a classic general management situation that
allows me to continue to think about leadership issues as well as about actions
and steps to change direction. The issue of how you reverse course is very
interesting. Most ideas about turnarounds focus on financial and organizational
issues. I’m adding a psychological dimension: how leaders rebuild confidence
when staff are demoralized, how they open dialog when information has been
158
hoarded in silos, how they stimulate imagination and innovation when people
feel punished for poor results. The secret of effective turnarounds is empowerment.
One of the first things Greg Dyke did when he became Director-General of the
BBC was to empower programme makers and broadcasters by increasing
budgets, reducing bureaucracy, and becoming a cheerleader for creativity in all
functions; these actions reversed a decline in audience share.
I have also been looking at this in terms of my interest in the digital age.
Large institutions need to change because of the new technology and new ways
to communicate they now have presenting both demands and opportunities. The
delivery of healthcare, education, and government services require fundamentally
different systemic models – getting big organizations out of self-perpetuating
closed cycles into new modes that involve grass roots innovation guided by
standards and accountability, instead of rules and regulations that stifle change.
I am also very interested in the corporation as a social institution. I started
looking in particular at the corporation’s role in major world problems. There’s
a big debate about trade, about globalization, at the same time that corporate
social responsibility has actually been growing as a movement, though perhaps
not fast enough in light of the problems. So, I want to see what role businesses
actually play – positively or negatively – in the lives of countries, particularly
developing countries, other than their own.
Do we have unrealistic expectations of our corporate and political

leaders?
Yes. If the expectation is that a single leader can do it all then it is unrealistic.
But it is also interesting how much a single leader can set in motion. In
turnarounds, it is quite striking how much fresh leadership can accomplish by
unlocking talent and potential that was already there in the organization but
which was stifled by rules, regulations, and bureaucracy.
In the corporate world, we should have very high expectations and standards.
I wish there were more corporate leaders stepping forward to address the
accounting problems, not simply responding to the rules saying they have honest
numbers, but talking about the responsibilities businesses have.
We should hope that people do more than just their job. In the corporate
world, it is not unrealistic to expect people to exercise leadership in terms of
acting in advance of a crisis and not simply being defensive – something I hope
to urge pharmaceutical industry leaders to do. But in the last decade, we created
very unrealistic expectations of business leaders in terms of how quickly they

could get major financial results. The expectations of speed and continuing
growth – 15 percent per year earnings growth, quarterly earnings increases - put
pressure on companies to do it by any means they could. Some of those means
were not necessarily accurately reflecting the underlying strength or health of the
company. So, the expectations for speedy responses, speedy returns, unfettered
growth and so forth are quite unrealistic.
In the 1990s there was a hope that business cycles had been defeated and
there was no patience because everything had to happen so fast. There were
unrealistic expectations about big, bold moves. But there weren’t unrealistic
expectations about standards, speaking honestly about issues, and about acting
before being forced to act by government rules or regulations. Companies need
to get ahead of the issues rather than waiting to be forced into a defensive posture.
Leadership involves setting realistic but challenging expectations.
In one turnaround I have been involved with, one of the first things the new
CEO did when he came in was to stress honest targets, realistic forecasts - in
essence real numbers - and he was willing to pay the price for that, which was that
the analysts didn’t like the numbers. That was lowering expectations – not in some
manipulative way so that they could be beaten – but to say that the company
couldn’t possibly deliver impossible performance. One of the ways leaders build
confidence is to make short-term achievable promises and keep them; that
encourages faith in their long-term visions.
We should expect people in positions of public trust and responsibility to rise
to that trust and responsibility and to reflect the needs, desires, and interests of
all of their constituencies - but also to tell people the truth. We have been
reduced to having to say things like leaders should tell the truth. Those are not
unrealistic expectations.
People in the Western world got a little greedy and wanted and expected too
much. When leaders are being pushed to promise these inflated things in order to
get support from various stakeholders, especially the investment community, that’s
not a healthy situation. It’s easier to exercise leadership when expectations are
more realistic, but it’s up to leaders to set those expectations.
Do you remain optimistic?

I always have a degree of optimism though I think we’re in a rough period in
which things could get worse before they get better. This comes to one of my
ultimate definitions of leadership: leadership looks at the root causes and systems
issues and not just superficial issues. Trying to patch over a bad situation with a
160
little cosmetic treatment is like putting lipstick on a bulldog. That’s the wrong way
to deal with a deteriorating situation. Right now we have the threat of terrorism,
military action and tremendous tension, and it has a dampening effect on countries
and businesses that have no direct involvement. It creates fear, reduces investment,
increases costs, and slows down the movement of goods and people.
Then we have the disclosure of corporate ethical lapses and mistakes, which
creates crises. A lot of people have lost a lot of money. Trust in institutions is low.
If people don’t have trust in the honesty and ethics of leaders, that’s a problem. In
addition, there is the weakness of the economy.
We can pretend everything is all right. But, should we instead be looking more
deeply at the entire underlying system and how we might fix it? Is there some
different kind of policy, some reconfiguration, something else we could be doing?
That’s what leaders should be doing, taking a deeper look and offering new
solutions rather than simply cosmetic responses.
Turnaround CEOs who come in and say let’s cut costs but don’t rethink the
business model or assumptions are cosmetic and don’t last. But if they come in
and say we need to rethink some practices, how we are organized and the
underlying business assumptions, then that kind of change takes longer and
hopefully lasts longer.
We’re in a situation where turnarounds and quick fixes aren’t enough. There’s
a sober mood everywhere. China is still booming but its boom creates problems
for others in Asia. No one I know is exuberant. The assumption in the 1990s was
that you could declare yourself a capitalist country and everything else would take
care of itself. Building institutions and creating trust and confidence takes time.
I have enormous hopes for the benefits of the digital and Internet age. There
have been tremendous improvements in education and many businesses are
more efficient internally. In education, technology can empower. There are
already results available from the empowerment of teachers and enormous
potential is still available. In healthcare, physicians and providers can be
empowered through having less paperwork and the ability to get information
faster and so on. If you can get the result of a medical test in minutes rather than
hours then it can save lives.
The potential of technology remains very great but we’re in a period where
companies aren’t spending money, and we’re in the era’s infancy. We lived through
a period of peace and prosperity and now we’ve had some crises and perhaps a
challenge to some of the assumptions of Western capitalism. Now there’s a
cooling-off period. But new technology is fundamental and will make a difference.

So, in the long run I am optimistic. I believe that if corporate citizenship and
social entrepreneurship continue to flourish, then we’ll find new solutions and take
them to new countries. Business has a pivotal role to play because business
disciplines are very beneficial in creating any kind of change. And business
enterprise creates the jobs that bring prosperity.
About the author

Stuart Crainer is cofounder of Thinkers50.
This is a Thinkers50 classic interview.
162
‘It’s necessary to build a
bulletproof business case
full of rational and
objective arguments for
your strategy, but don’t
forget passion, fire, and
story. Unless people can
feel the problem you are
trying to solve, they won’t
be motivated to help you.’
ALEXANDRA LEVIT

CHRISTIAN STADLER
Opening up to transform
I t’s 1999. You live in Stuttgart and work as an engineer for Daimler. Life is
good. Daimler has recently merged with Chrysler, a tie-up that your CEO
Jürgen Schrempp calls a “marriage made in heaven.” It’s time to find out for
yourself. You are about to meet your new colleagues in Detroit.
As you enter the conference room, the mood is upbeat. The Americans are
always so positive, there are plenty of smiles and laughter – it’s refreshing.
Everything seems possible and so, perhaps unsurprisingly, ambitious goals are
set for the new project you kick-off together.
A few months later you are less sure. There were a few hiccups along the way
and the American’s don’t seem to stick to the plan you set out in the beginning.
What’s wrong with them? Whenever there is a bit of headwind, they simply want
to adjust the goals. This way you will never meet your targets. You could really
do with a little less optimism and a bit more realism paired with determination to
deliver on promises.
Meanwhile, Joe, your American counterpart has also aired his frustration.
“Why are you so stubborn,” he says, “the market has changed and you still want
to stick to the original plan. That simply makes no sense.”
Similar scenes played out throughout DaimlerChrysler in the years after the
merger, as one of the managers responsible for the integration told me. The
cultural divide was substantial. But deep integration was necessary to realize the
synergies envisioned when the deal was struck. The development cost of new
cars is substantial and one of the most effective ways to bring them down was a
coherent “platform” strategy, where new vehicles would share a substantial
amount of parts. Likewise, a compelling brand architecture would have been
attractive. Toyota managed to achieve that at the time, where the hip and young
would start off with a Scion and move on to a Toyota when they started families,
while the more affluent ones would eventually progress to a Lexus. But all this did
not happen at DaimlerChrysler because integration was such a nightmare.
When a small coterie of executives chart a company’s strategy journey, they
so often fail to consider whether they can mobilize employees to execute it. Will
employees get behind their thinking? Will they push as hard as they can? Will
they feel a strong sense of ownership? Quite often, the answer is no, because
employees haven’t had a hand in creating or debating the strategy. According to
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CHRISTIAN STADLER / OPENING UP TO TRANSFORM
Jon L. Pierce, Tatiana Kostova, and Kurt T. Dirks, who developed a theory of
psychological ownership in organizations, individuals will most likely take
ownership over a strategy, process, or project if they feel some level of control,
and if they develop intimate knowledge of it. Without deep involvement on their
part, they have a hard time feeling personally connected and engaged. It’s one
thing to do something because a boss tells you to, quite another because you
feel like an owner.
This is most pressing when a strategy requires substantial changes, a full-
blown transformation – as it did at Daimler after the merger. A “closed” approach
often leads to strategies that seem incomprehensible or misguided to employees,
simply because leaders failed to take their perspectives into account. If Schrempp
had solicited the opinions of Daimler’s workforce when devising his plans (which
he didn’t), they might have articulated fears about how the company’s acquisition
of a mass market car manufacturer might undermine the premium status of
Mercedes. They would have pointed out that using the same platforms might be
far from easy. He might have adjusted his grand strategy of creating a global
giant accordingly. As it stood, his strategy failed to deliver, in part because it
lacked popularity among employees. Nine years after the deal, Daimler had
finally had enough of the permanent turnaround struggle. Chrysler was sold to
the private equity group Cerberus Capital for $7.4bn. Nine years earlier, Daimler
had splashed out $35bn to buy the US car firm. It is telling how easy it was to
carve out Chrysler.
It’s not that companies never appreciate the need to get employees on
board. My point is that they often do so too late. A strategy is set, it then becomes
apparent that this strategy requires substantial changes in the organization, and
only then will executives start to think about involving a wider group of employees.
Implementing transformational changes becomes a communications game –
which is too little too late.
But here is the good news: the last decade has seen a proliferation of tools
that enable companies to involve a much larger group of people in the drafting
of new ideas. Your company might be one of the many that embraced this in the
innovation arena already. Companies like Innocentive or Kaggle have helped
thousands of companies to engage the wisdom of the crowd to come up with
new innovative products and novel solutions to tricky problems. A smaller but
growing group has taken the next step and allowed a wider group of people into
more central decision-making, often transforming their business. Arguably the
pioneer at the forefront of this movement has been Jim Whitehurst. In December

2007, when he became CEO of Red Hat, an open-source software company,
he refrained from molding the company in his own image. Instead, he started to
observe and listen. He realized that in a company that prized transparency and
collaboration above all else, it would make little sense to introduce a secretive,
top-down strategy development process. He decided to open up the process, to
get everyone involved. Yes, everyone! It started off with exploration teams led by
members of the leadership team. What was unusual though, was that they had
to lead teams outside their own area of expertise. For example, financial models
were handled by someone usually engaged in staff development. The exploration
teams then used wikis in addition to their own networks to get people involved
in the discussion. There were also company-wide online chat sessions, material
available on its intranet, and numerous meetings. And some teams brought
customers into the conversation as well. For example, the technology roadmap
team engaged the open-source community, increasing their understanding of
the directions to take. Engagements like this helped Red Hat to synthesize the
many ideas they got by opening up.
The second stage brought even more devolution. Rather than having a
centralized team lording over the details, Red Hat set up new teams run by
leaders from a level below the top management team. Their role was bringing
those together who were actually working on things that were affected by strategy,
not specialists removed from the operations. Not only did they develop the
plans, they also decided on what to do. Take note: decisions were not centralized,
they happened close to the front line.
The results were phenomenal. Everyone understood the strategy. People were
on board as they had been involved and had their say. Over just three years,
revenues went from $400 million to over $1 billion. The stock price doubled.
Since Red Hat’s pioneering days, many companies including IBM, Barclays,
BASF, and Ericsson have used strategy jams, wikis, social media, idea contests,
and conventional workshops to open up, knowing that this will increases both
the quality of ideas and the likelihood of these ideas being implemented. In fact,
when truly fundamental changes are required the smartest companies have long
done this. When Munich Re, the world’s second largest re-insurance company,
was reorganizing itself to better serve customers in the early 1990s, the
company’s leadership set up a series of task groups to discuss the plan, engaging
participants from all levels of the organization.
In an interview with me, Christian Kluge, a member of the board of Munich
Re at the time, recounted how critical that move was to ensuring employee buy-
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CHRISTIAN STADLER / OPENING UP TO TRANSFORM
in, especially as the company was about to abandon an organizational model it

had followed for the past four decades. Even employees whose jobs would be
phased out under the transformation wound up supporting it, as their involvement
in the process raised their confidence that the company would find new jobs for
them. Moreover, leaders were able to anticipate potential problems with the
plan, since they had solicited the opinions of frontline workers who would have
to execute it. Munich Re’s plan didn’t go off seamlessly, but it didn’t encounter
the kind of pitched resistance that transformations often engender.
To return once more to Daimler, my message is clear: bringing frontline
employees only on board after the decisions have been taken always results in
an uphill struggle. They should be part of developing the ideas that later require
big changes. This way they will be champions of your transformation journey.
About the author

Christian Stadler is a strategy professor at Warwick Business School, UK.
He has written a book about long living organizations (Enduring Success) and
is currently working on a new book, helping companies to open up their
strategy process.
Resources
Read more on the DaimlerChrysler deal in Köhler, H.D., “From the marriage in
heaven to the divorce on earth: the DaimlerChrysler trajectory since the merger”.
in: The Second Automobile Revolution, ed. Michel Freyssenet, pp 309-331.
http://news.bbc.co.uk/1/hi/business/88965.stm
The description of Red Hat’s strategy process is based on an interview
with Jackie Yeaney (who was the executive vice president for Strategy and
Corporate Marketing at Red Hat) and an article she has written.
http://www.managementexchange.com/story/democratizing-corporate-
strategy-process-red-hat
Watkins, M.D. “Why DaimlerChrysler never got into gear”, Harvard Business
Review, 18 May 2007.

‘In fast-moving industries,
like technology, the ability
to rapidly transform is
table stakes. Competitors
unable to transform
quickly burn out, leaving
only fast-transformers in
the market.’
KAIHAN KRIPPENDORFF
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ISAAC GETZ
The transformation: how

Michelin redefined the
twenty-first century industrial
corporation
M ichelin had been always proud of its shop floor ambiance – its “soul” –
made of benevolent foremen and of workers smiling and greeting visitors.
Then, in the early 2000s, Michelin’s adaptation of Toyota Production System (TPS)
threw a spanner in the works. Just like many Western companies, the Michelin
Manufacturing Way (MMW) focused on the TPS tools instead of its human-
centered philosophy.
In 2011, several top executives on a regular shop floor visit noticed the distinct
lack of smiles – and started to worry.
The corporate Industrial Director shared his observations with his HR counterpart
Jean-Michel Guillon: “I propose that you restart the empowerment programme we
had before the MMW and give workers responsibility for their production activities.”
In fact, this restart has been already underway. In 2008, Guillon begun
undertaking employee engagement surveys to find out if Michelin was really
“losing its soul.” Not convinced by the results, he asked his deputy Bénédicte
Perronin to revitalize in all the plants the old empowerment (in French,
responsabilisation) programme Michelin had in the 1990s and simultaneously, to
conceive a true in-depth empowerment programme. To achieve the second, in
January 2012, she organized a four-day seminar involving 25 carefully selected
top managers. Introduced by both the Industrial and the HR Directors, its findings
were presented to the CEO Jean-Dominique Senard. The findings were limited but
profound: the group formulated a goal to build a corporate organizational model
that allowed the teams full autonomy. The CEO asked to see the group again
once they had devised a way to achieve this. The group interpreted this as carte
blanche to create a plan to truly transform Michelin.
One participant at the seminar was the Shanghai plant director Bertrand Ballarin.
He was preselected to coordinate this transformation beginning in March 2012. A
former army colonel, Ballarin had a habit of reading a lot when facing a novel

challenge, hoping for a “eureka” moment. This came in June 2012. His insight was
that the workplace transformation must be carried out by those who do the work!
To allow it, he launched the first in-depth responsabilisation experiment.
Called MAPP (in French, Management Autonome du Progrès et de la Performance)
and coordinated by Ballarin and his associate Olivier Marsal, it involved 1500
workers in 38 “islets” – Michelin’s basic manufacturing teams – from 18 plants.
Each team was asked the same question: “What would you need to do your work
better?” Teams demanded to have full responsibility for operations, maintenance,
multi-skills development, or safety, with some even asking to be informed of
corporate financials or strategy. Though the teams didn’t know it, the goal was to
pretty much meet all their demands and allow them to put them into practice.
Consequently, the teams assumed full collective responsibility for the areas they
requested. Each team leader became a coach, Ballarin and his associates
remaining in the teams’ service if required.
The result was that the teams were allowed to redesign any or all of the
MMW they chose without any outside control. It met Guillon’s two objectives: to
integrate the experiment in the MMW context; and to explore how it could
contribute to the manufacturing teams’ wellbeing, a.k.a. Michelin’s “soul.” It was
time to present the experiment to Michelin’s top management.
In December 2013, Ballarin presented the results of the experiment to
Michelin’s executive board. Once he had finished, there was applause. Ballarin
waited a while, then said: “We haven’t proven a thing yet: these 38 islets are
protected from the plant management’s intrusion. Yet, since you’ve appreciated the
presentation, we need one to two industrial units to prove the concept at the level
of an entire plant. In addition, we need your agreement to transform our divisional
headquarters and corporate support units.” He got six plants. For his additional
request, he got a three-hour slot in the next Michelin Top 60 meeting, so that he
could explain the responsabilisation concept to all the executives and try to enroll
some of the divisional and corporate support unit directors in the transformation.
Ballarin contacted me for the first time in June 2013. He had read my book
Freedom, Inc., in which he found the freedom and responsibility-based philosophy
he sought for Michelin. He asked my opinion on his approach. I replied to him
doubtfully: “I have studied several dozen transformations to build a freedom- and
responsibility-based workplace, but none the size of Michelin. I don’t believe it’s
doable, but I wish you success and am interested to follow how it goes.” I also told
him that the key to such transformation is the capacity of the plant directors to
practice leadership without ego. We agreed to continue our conversation on
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ISAAC GETZ
THE TRANSFORMATION: HOW MICHELIN REDEFINED THE TWENTY-FIRST CENTURY INDUSTRIAL CORPORATION
a regular basis.
At a further meeting in early 2014, Ballarin asked me for help in the next Top
60 meeting to explain the corporate liberation concept and attract volunteers. I
did, and several divisional and corporate support unit directors volunteered. He
also asked me to run the kick-off seminar for the six plant directors. The goal was
again to explain and illustrate the concept and involve them in designing the first
steps of the transformation they would lead locally. Ballarin’s small team of
facilitators helped plant directors, while he focused on the corporate and support
unit transformation. Within the plants, the islets’ heads asked their teams the same
question: “What do you need to do your work better?” If some islet heads were
unwilling to relinquish the responsibility their team claimed, they had to justify it,
and then, redefine their role as creating the conditions for the team to ultimately
assume this responsibility.
Independently, in 2015, Michelin’s CEO established four axes for its future:
client service, digitalization, simplification and responsabilisation. Thus, the
responsabilisation programme became a corporate basis for Michelin’s
differentiation. Ballarin even proposed to the executive board that Michelin should
aspire to become the twenty-first century Toyota. The motto was rejected by the
company, whose culture has always been low-key.
Meanwhile, outside the company responsabilisation was beginning to get
noticed. In March 2015, a leading French business monthly l’Usine Nouvelle
featured “Michelin libéré” (liberated Michelin) as its cover story. In 2016, Michelin’s
CEO, largely thanks to the responsabilisation programme, won the Corporate
Leader of the Year Award. Then in 2017, the Financial Times published an in-
depth examination of what it described as “Michelin’s great experiment.”
Michelin charged ahead. At the beginning of 2018, in addition to its initial
plants, 12 new ones joined the programme. In the plant in Homburg, Germany,
teams self-direct most activities and managers have transitioned into the role of
leaders without formal authority. Operators set their work schedules and their
vacations, design and monitor their own performance indicators, do their own
maintenance, and are consulted on the choice of new machinery. Responsabilisation
also includes several divisional headquarters, such as agricultural tyres and mold
manufacturing, corporate support units, such as IT, HR, and R&D. Amazingly, it
even includes the executive board – top executives have handed authority over to
their units’ staff and instead become “sponsors” (similar to Harley Davidson’s
transformation led by Rich Teerlink in the 1990s). The HR Director Guillon doesn’t
even tell the HR staff what to do anymore and the team has shrunk from 100 to

15. There, as in all support units, the staff were asked to “let people breathe” and
to keep only the documents and procedures compatible with the responsabilisation
philosophy. Altogether, 1000 support staff migrated to value-adding roles.
Michelin is a huge company in a relatively mature industry, but it has still
managed to increase its sales from €19.553 billion in 2014, to €22.208 billion
in 2018. In 2018, Michelin was ranked by Forbes the #1 America’s Best Large
Employer. Google came third.
Lessons
1. The WHY of the transformation
Michelin launched its organizational transformation to allow freedom of action
and responsibility – not to make more money. The company did it to (re)create a
workplace where people go not because they must but because they want to, and
while there, they also want to give their best. Michelin considered that the natural
by-product of this is increased economic performance.
2. The WHAT of the transformation
From the beginning, Michelin asked the participating units to find their own
way to articulate the general responsabilisation philosophy in their unique
organizational form. There was no organizational point B at which to arrive,
because each unit started at a different point A (its human, cultural, and industrial
heritage) and because point B doesn’t exist. The WHAT wasn’t a new fixed
organizational form but an evolving one, which employees cocreated and continue
to adapt to meet their needs and those of the changing world.
3. The HOW of the transformation
Michelin didn’t provide the units with a transformation method or consultants.
While it did provide coaching, readings, or seminars the transformation itself had
to be carried out by those “who do the work,” per Ballarin’s insight. The unit’s
leader provided them with the proper conditions for the transformation effort,
while Ballarin’s team made sure that the evolving workplace fitted in with the
overall responsabilisation philosophy.
4. The LEADERSHIP of the transformation
Each unit’s transformation success relied on its director’s “leadership without
ego” capacity. First, they had to be driven by human – not economic – concerns
to enter this transformation, all the while understanding that the latter was the by-
product of meeting the former. Second, they had to practice leadership without
ego: not considering themselves better than other employees in terms of special
perks – corner office, chauffeured car, and so on, or intelligence – believing they
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ISAAC GETZ
THE TRANSFORMATION: HOW MICHELIN REDEFINED THE TWENTY-FIRST CENTURY INDUSTRIAL CORPORATION
had better ideas and solutions than others. Third, these leaders practiced the
Taoist attitude of Wu Wei – to act without acting – which according to one
inspiratory leader of responsabilisation philosophy, Jean-François Zobrist, is “a
laisser-faire approach that does not mean doing nothing, but means creating
conditions in which things happen by themselves.” Wu Wei requires a constant
vigilance on the part of the leader to seize favourable circumstances and sometimes
even provoke them.
Such leadership capacity is the world’s scarcest resource. Michelin had it to

start the transformation: Ballarin, Guillon, and Senard – who supported it at the
corporate level – and then, half a dozen plant directors. Michelin had more in
reserve to continue: Florent Menegaux, the new CEO, who is very supportive of
the responsabilisation transformation, the executive – a former plant director –
who replaced Ballarin after his retirement, as well as several dozen plant, corporate,
and support units’ directors. Thus, for its biggest French plant, Michelin’s incoming
director was chosen on the criterion of being namely such a leader with a clear
mandate to implement the responsabilisation transformation. Eighty percent of
Michelin’s eighty plants are in the programme, half having been partially
transformed and about a quarter having been essentially transformed.
That said, for the responsabilisation to succeed, all of the company’s top
managers must be leaders without ego. That’s what Michelin has embarked on
lately with its top 1000 managers, 500 of whom, including its executive board, are
already being coached in this style of leadership.
Responsabilisation isn’t just another change project. Former CEO François
Michelin used to say: “We don’t do projects, we build cathedrals,” meaning
Michelin thinks in centuries, not in quarters. Responsabilisation is one of those
cathedrals. Perhaps, after all, Ballarin was right? Perhaps we are witnessing in
Michelin the industrial company of the twenty-first century? Like Toyota was of the
twentieth century, but with no tools or models to share – just the freedom and
responsibility-based philosophy.
About the author

Isaac Getz is Professor of Leadership and Innovation at ESCP Europe Business
School in Paris. He is co-author of the award-winning bestseller Freedom, Inc.,
which was instrumental in the rise of the corporate liberation movement in Europe
(more details can be found at freedomincbook.com). He is also co-author of
Leadership Without Ego. His forthcoming book is The Altruistic Corporation.

‘Understand that
commitment to a major
change is always
expensive, and that you
either pay for achieving it
or pay for not having it.’
DARYL CONNER
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ALF REHN
Sensemaking and
interpretation in
transformation
“When Gregor Samsa woke up one morning from unsettling dreams,
he found himself changed in his bed into a monstrous vermin.”
S o begins Franz Kafka’s novella The Metamorphosis, a strange yet powerful

tale about becoming something bizarre, something alien. It might seem an
odd thing to reference in a book on corporate transformation and the attendant
uplifting promise of a better tomorrow, but I will argue that it might also be a
necessary one. In the following, I will discuss the difficulties attendant in trying to
transform an organization into a more innovative version of itself, and how a badly
managed transformation process can create the innovation version of Kafka’s
monstrous vermin.
There are exactly two forms that corporations are most keen to transform into
– the digital and the innovative, and if possible both. Yes, there are other things
that companies can be keen on, but these two are by far and away the most
popular ones. Both promise new value production, and carry with them notions
of a better tomorrow. At the same time, neither represents terms that are very
clear, nor futures that are very transparent. One can in fact often come across
corporations that speak excitedly of their desired transformation, but without a
clear notion about what they are transforming into. All they know is that their
new form will be “digital” or “innovative” (or both). But who’s to say that there
aren’t digital monsters, or innovative abominations?
A key challenge in the notion of corporate transformation is the one of
invocation. By this I refer to the tendency of top management to think that they
can, primarily by invoking something and stating that this is the desired end state
of the transformation, actually realize the same. Transformation is at least in part
storytelling, and requires both heroes and “big hairy audacious goals” (as
popularized by Jim Collins). Now, invoking the notion of transforming into an
“innovative organization,” with its promise of consistently churning out innovative

offerings, would seem to be a very good such goal (as would turning into a “fully
digital organization,” but I shall here focus specifically on innovation). The
challenge, however, is that whilst everyone might agree that this is a desirable
goal, it is far less clear what the goal actually means.
Meaning, innovation, and transformation

The key to a successful transformation tends to be that one manages to get the
entire organization committed to a defined goal and a clear direction. Without
this, transformation efforts can turn into boondoggles of conflicting initiatives and
internecine infighting. Here, the danger of ill-defined concepts such as “innovation”
is often systematically undervalued. This, as with stating innovation as a goal and
a desired end-state, assumes that the organization has a shared sensemaking
regarding this. If this turns out not to be the case, we can, whilst believing we’re all
going in one direction, actually be tearing the company apart.
Consider the following case of a transformation I followed in an advisory
capacity (anonymized to protect the company). Here, it was agreed at the highest
executive levels that the organization needed to be reorganized and transformed
to become far more agile and quick when it came to innovation capacities. All
agreed that this should be a strategic priority, and several projects were started to
ensure that the transformation would start sooner rather than later. I soon started
observing that whilst there was a general consensus regarding innovation and the
need for more of it, the interpretations regarding what this meant varied greatly
inside the company. One very powerful division in the company saw that the key
to this was the adoption of agile methodologies and a focus on digital offerings.
This suited their ways of working, and was also well in line with the division’s
strategy. With the “innovation mandate,” they started pushing very hard for a
company-wide agile process, and that digital projects should receive the lion’s
share of development budgets.
Other parts of the organization, which existed in a very different business
environment, interpreted the transformation to an innovative company differently.
To them, this should mean that there should be far more autonomy, and that each
division should be allowed their own innovation strategy, to increase idea diversity
and usher in a culture of experimentation. To them, digital innovation was only
one possibility, and not one that should automatically have precedence over other
alternatives. Further, to them the introduction of one specific methodology,
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ALF REHN / SENSEMAKING AND INTERPRETATION IN TRANSFORMATION
mandated from a corporate level, was the very antithesis of how an innovative
company was supposed to function. Added to this, there were several smaller
factions, all championing their own take on what the transformation should mean.
The executive team saw relatively little of this. They saw lots of work being
done on innovation, often with the right words – agile, experimental, quick, and
so on – attached. It should also be noted that on some level, everyone in the
organization was driving what they believed would be the best way to usher in
more innovation. Few people can argue that things such as agility or autonomy
or experimentation or diversity are bad things. What was missing, however, was
an overarching meaning for exactly what kind of innovation culture one tried to
transform into. As a result, the project turned out to take a lot longer than
originally envisioned, and in many cases factions inside the company started to
view each other in a hostile manner. Accusations of being anti-innovation
became more prevalent, and collaboration between divisions lessened. There
were still change initiatives, but looked upon as a whole, the organization didn’t
look so much as an innovative organization in the making, but rather like an
emergent chimera, a strange miscreation where different mutations battled
rather than supported each other.
In this way, transformations can morph into monstrous vermin. Not because
anyone wanted anything but the best for the organization, but because vague
and fuzzy targets can be misinterpreted and understood in a plethora of ways.
Transformation without a management of meaning is bound to fail, which is why
executives need to remain humble when it comes to the critical issues of
communication and listening in the process.
Transformative tools
So, what is an executive to do? One could easily write several books
regarding all of this, but there are some basic principles that deserve repeating
and reflecting upon. I’ve found that three such are particularly important.
Lead and speak transparently. Managers often overestimate how clearly

and transparently they communicate, and if I had a dollar for every time a CEO
has said to me that they are convinced everyone in their organization knows exactly
what is desired of them I’d be a very rich man indeed. If a leader wishes to enact
a corporate transformation, they need to be exceptionally careful when using
concepts that can be understood in varied ways. If speaking of innovation, be very

clear what kind of innovation is desired. If wishing to lead a digital transformation,
it’s not enough to talk in generalities about Apple and Google.
Transform by example. Following on from the first point, examples are both a
key tool for a transformation leader, and an underutilized one at that. Whereas
abstract concepts such as innovation can be understood in numerous ways, a rich
case used as an example of what one wishes for (or wishes to avoid) has far more
meaning-carrying capacity. Just make sure to avoid hackneyed examples like the
aforementioned Apple and Google, however impressive you find them.
Manage the translation process. If philosophy, linguistics, communication

studies, and research into cognition have taught us anything, it is that one can
never escape the human tendency to interpret and translate. No matter how
clearly and transparently you think you’ve outlined your wishes for a
transformation, these will still be filtered through biases and heuristics, and seen
from the specific perspectives of the recipients. As you cannot stop this, or ever
achieve perfectly disseminated ideas, you need to manage the interpretations.
Active listening plays a part, as does a continued questioning of the assumptions
regarding transformation different parts of the organization operate with.
The end of the tale

Nobody wants to transform into monstrous vermin. Still, many transformations
and metamorphoses fail, wholly or in part. Smart managers accept this, and that
the goals can be seen in varied ways and lead to varied engagements. In my
experience, the very best leaders of transformations are not those who lay out
flashy and ambitious visions, but those who understand the human, oh-so-
human, dimension of the organization. They are humble when it comes to their
capacity to fully communicate, and prepared to take the effort to understand
how the organization and its constitutive parts make sense of the transformation
at hand. It can be frustrating work, but not nearly as frustrating as having invested
in a huge transformation effort, based on a shared desire to innovate, only to
see this tear the organization apart.
About the author

Alf Rehn is Professor of Innovation, Design, and Management at
the University of Southern Denmark, sits on numerous boards of directors, and
is author of Innovation for the Fatigued (2019) and other bestsellers.
178
‘You don’t change a culture
by talking, you change it
through action.’
MARIO MOUSSA

VERENA STINGL, MORTEN WIED & JOSEF OEHMEN
Resilient transformations
H ow did your organization handle its last major transformation? You had a
detailed plan, discussed at length – and then what happened? We recently
put that question to 40 senior executives responsible for transforming
organizations in the production, engineering, consulting, and financial service
sectors. Most stories had three parts: The plan, a surprising “but then… ,” and
finally a response to the “post-surprise reality” (or what we may just call “reality”).
The third part is the most important part of any transformation, because this
is where the transformation happens in the organization. We argue that the
success or failure of major transformations depends not on better predictions,
better plans, or better visions. Transformations depend on responding effectively
to what we cannot practically know in advance: surprises.
The plan: what should have happened

Our cases of major strategic transformations typically begin like this: “It
became clear that [insert burning platform]. And so we wanted to [insert
ambitious and appealing destination]. To do that, we had to [undertake a well-
defined course of action]. So, we got everyone engaged through [efforts to
onboard the organization], and off we went.”
The transformations initiated by managers in our study were not without
good reason: product lines had failed to turn a profit for years, competitors
produced cheaper goods abroad, clients were unwilling to adopt new proposed
solutions, IT systems had proved troublesome or outdated, and quality standards
were insufficient, just to mention a few.
Senior leaders then laid out a landscape of appealing destinations. They
outlined visions of technological leadership in emerging fields, dominant shares
of hitherto untapped markets, beating competitors on price, attaining higher
status for their business unit, and many more. A clear and desirable future lies at
the other end of transformation plans.
Between an untenable “now,” and the envisioned future destination,
managers outlined a detailed course of action. They sketched diagrams of
radically changing pricing models, the construction of new production facilities
abroad, aggressive new investments signaling commitment to the stock market,
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and the phased adoption of new technologies. Thus, transformation plans

commonly outline a pathway, by which the now is to be exchanged for a well-
defined, more desirable future.
The final part of the transformation plan is getting the organization onboard,
overcoming resistance, and building momentum along the course of action. To
that end, managers personally talked to everyone involved, built broad coalitions
of the willing, engineered win-win situations, and convinced reluctant boards
members. Some even carved out room for a new business unit, and handpicked
the right people for the job. One manager called this a “social wrapper” around
the transformation.
All of this is nicely consistent with research on how transformations are supposed
to be done. In the 1950s, psychologist Kurt Lewin recognized that most
organizations are naturally resistant to change. He encouraged managers to first
“unfreeze” their organizations, then transform them, and then “re-freeze” them
afterwards. In the 1980s, Thomas J. Peters and Robert H. Waterman, Jr. popularized
McKinsey’s 7S Framework, working as a type of before-and-after “checklist” for
transformations. They highlighted transformations of “hard elements” like strategy
(means and ends), and structure (division of activities and coordination between
them), and systems (formal procedures and incentives). They also focused on “soft
elements” like values (of the organization), skills and competencies, staff (human
resources), and finally style (or the behaviour) of the organization. The central
message was that transformations should not leave any of this out.
In the 1990s, John Kotter told transformation managers to “establish a vision
for the future, and set the strategy for getting there.” He urged managers to first
establish a sense of urgency, then build a guiding coalition, and with them,
develop a vision and a strategy before communicating it broadly. Then they were
to empower employees for action, create (and celebrate) short-term wins,
consolidate what had been achieved, and finally, anchor the transformation as
a whole in the culture of the organization.
And more recently in the 2000s, Jeffery Hiatt outlined his ADKAR model,
telling managers to create Awareness of the need to change, Desire to participate
and support the change, Knowledge on how to change, Ability to implement
required skills and behaviours, and finally, Reinforcing change achieved.
In short: transformations start with a clear idea of where we are, where we
want to go, and how to get there. And from there, we set out and take action.

The surprise: what actually happens
At this point, most major transformation cases get interesting. They continue like
this: “but then, [insert surprising turn of events] and so, [insert significant course
deviation], so in the end, we [insert adjusted destination].”
Academics and consultants regularly report staggeringly high numbers of “failed
strategic initiatives.” A global survey of managers conducted by Harvard Business
Review Analytic Services, in association with the Brightline Initiative, found that only
roughly one-fifth of organizations achieve 80 percent or more of their strategic
targets. In other words: four out of five firms fail to meet some or all of their major
strategic goals.
Managers sometimes forget that both destination and direction are mere
assumptions. They assume that the destination will be better than where they currently
are, and better than other possible destinations. They also assume that the direction
they choose will get them there. Plans, then, are bundles of assumptions. And the test
of those assumptions is the transformation itself. In most cases, some of these
assumptions regarding direction and destination are untrue.
In terms of direction, transformations regularly fail to reach the vision they aim at.
Means turn out to be unavailable or ineffective. In our study, unexpected funding
shortfalls, legislative change, and technical problems stood in the way of many
transformations. Beyond our study, in 2018 German-based retail giant Lidl aborted
a seven-year long (purportedly costing some 500 million euros) endeavour to
transform its merchandise management system to a unified SAP solution. The vision
of a unified merchandize management system remained beyond Lidl’s reach, and it
is now returning to its old IT system.
The direction you set for your organization may fail to lead to your chosen
destination, even if that would have been the ideal destination for your organization.
Regarding destination, the end point of many transformations unexpectedly loses
value or relevance along the way. In our study, one manager’s vision of an offshore
production line lost its allure when the true conditions on the ground became clear.
Another manager’s new organizational model was surprisingly poorly received
among employees. In another case, in the 1990s, LEGO – not wanting to bet
everything on traditional play sets alone – diversified into too many specialized bricks
and play systems. The diversified product portfolio was realized, but it did not bring
with it the financial success of the foregone status quo – to which they would later
return. This was a lesson that Apple also learned around the same time – before
bringing Steve Jobs back on board. In both cases, the destination failed to outperform
the pre-transformation departure point, and, arguably, alternative destinations too.
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This highlights a paradox: classic transformation models underline that to

overcome inertia, managers need to on-board people, and build up momentum. To
do so, they need to exude certainty. There is not much motivation in “maybe,” and
nobody gets excited by “probably.” Yet, the underlying assumption is that managers
are right about where they are going and about how to get there. But what if the
manager’s pep talk has pointed in the wrong direction, or to the wrong destination?
The response: new direction, new destination, or both?

What happens “post surprise,” we argue, is the most important part of any
transformation. This is the part where plan meets reality. At this point, transformation
stories diverge: while many managers are left with expensive, embarrassing, and
unattractive responses, others are not surprised to be surprised – they made the best
plan they could, but they also prepared to be wrong.
These managers created what we call resilient transformations. From its Latin
roots, resilience is the ability to “rebound” from unforeseen events in whatever form
they might take. The modern concept emerged from the study of ecological systems
adapted to unpredictable change – without the use of foresight.
Managers of resilient transformations built three “post surprise responses” into
their plans: (i) direction change, (ii) destination change, and (iii) some did both.
Reserving the option for a direction change in response to surprise, one manager
explained: “Our vision is unchanged. But how to get there becomes more clear
along the way.” In this camp, some managers started new markets or product lines
in parallel, and picked one that worked later. Another reserved the option of “trying
again,” should the first attempt to implement new quality standards fall short. Others
designed their transformation as a “living shape,” attaching new partners to a
project, as they became needed. This group traded off a high number of failures
against a low cost per failure. For these managers, transformations are a process of
pathfinding to their eventual, but set, destination.
In the second camp, managers held open the destination, in case of surprises.
As one said: “I think direction is becoming much more interesting to talk about than
destination.” In this group, some defined several possible destinations: the new
product turned no profit on its own, but drew business to other products. Others set
“corner flags” demarking a “ballpark” of workable destinations, and selected
initiatives that could make it into that general space. Others prepared movable goal
posts, adjusting ambitions to the financial reality of their organization. This group
traded off a high cost of trying against a low probability of failure. For these

managers, transformations are a process of exploring objectives, in search of
desirable destinations.
A third camp kept both options open, even reserving the option of returning
to the status quo altogether, to start again. In this camp, some managers built
“exit ramps” into their plan, i.e. points where the organization could most easily
be disentangled, just in case. As one manager explained: “I’m not going to blow
up the company if we just throw it [the transformation] out. It’s extremely cheap
to fail. And if it succeeds, it’s fairly cheap to implement.”
In our view, managers building resilience into their plans do three things
right. First, they adopt an attitude of scepticism, not confidence, about well-laid
plans. Second, they are wary of irreversibility, not uncertainty, being mindful of
not doing what they could later regret, but not change. Third, while committing
willingly to a clear direction or a desirable destination, they prudently avoided
doing both at the same time. And contrary to a standard talking point in
management literature, you can admit to not knowing everything, and still be a
trusted and successful leader.
About the authors

Verena Stingl, Morten Wied and Josef Oehmen are based at the
Technical University of Denmark (DTU). Verena Stingl is a post-doctoral
researcher at the DTU who carries out research into the interplay of uncertainty
and human behaviour in complex organizational settings.
Morten Wied is a PhD Fellow at DTU and Associated Senior Consultant at
the private consultancy Let’s Involve, working with resilient planning and
project management.
Josef Oehmen is the founder and coordinator of the Engineering Systems
RiskLab at DTU. His research improves risk management and resilience in
organizations, from safety to innovation strategy.
184
‘Culture isn’t just one
aspect of the game.
It is the game.’
LOUIS V. GERSTNER, JR.

PAUL DINSMORE
Digital transformation:
make people first!
E mphasis on people in organizations is an obvious “no brainer.” Of course,

it’s fundamental! Yet it is particularly imperative in the jungles of digital
transformation punctuated by volatility, uncertainty, complexity, and ambiguity
well known under the nickname VUCA. This exponential change beams a
powerful spotlight on people.
A galloping, raging, exponential rate of change, long foreseen by authors
like Alvin Toffler and Tom Peters, has been at the strategic forefront since well
before the turn of the century. While this shift has long been on the horizon,
exponential means more and more, faster and faster. Change happens, then
transformation follows. Change might be triggered by an economic boom,
invention of something revolutionary like television, or a disruptive service like
Uber. Change sets off a transformation process that unfolds over time and
impacts people. Since change is inevitable, strategists and leaders are faced
with making sure transformation spins off benefits for the parties involved. In
organizations, this means molding a process that meets goals and ensures
desired benefits.
Digital transformation is not about technology!

The term digital suggests an assemblage of technological hardware, software,
and services. Oddly, the technological side of digital transformation shows itself
to be straightforward, when compared with the behavioural quirks involving
people, communication, and culture. While technology is pragmatic and logical,
organizational and people’s ways are amorphous and fuzzy. In digital
transformation projects, organizations are challenged with creating synergy
between digital and transformation. As CIOs take on greater roles in creating a
digital environment along with CHROs, the techies and the softies are able to
meld into an essential collaborative culture.
The World Economic Forum (WEF), the not-for-profit international
organization for public-private cooperation, addresses the transformation
challenge through its Digital Transformation Initiative (DTI). Launched in 2015
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PAUL DINSMORE / DIGITAL TRANSFORMATION: MAKE PEOPLE FIRST!
as a multi-year engagement, the DTI aims to analyze the impact of digital

technologies on business and society. Four building blocks comprise the WEF
solution for digital transformation:
1. Digital Strategy: defining where business should be going

2. Business Model: how new direction fits with ongoing business
3. Enablers: what and who needs to change
4. Orchestration: how to manage change to reach desired vision.
And in all these blocks, the people essence is present.
For instance, strategy itself is developed by people, who are to design how
everyone will be intertwined from the start-up process throughout waves of
transformation. A new business model involves operations that exert influence
on customers, products and services, all of which fully depend on people.
Enablers are both technical and behavioural in nature, the technical composed
of systems and data, and the behavioural, people and culture. Orchestration, or
implementation, focuses on governance, scaling, finance and regulatory matters,
as well as leadership and stakeholder management.
Stakeholder management
Stakeholder management is a major key to digital transformation. Everybody
in transformation programmes is a stakeholder. Stakeholders are those positively
or negatively affected by the activities or final outcomes. They include people
working on digital transformation programmes, those who influence them, and
others who will be impacted. So, stakeholder management is a cornerstone for
digital transformation. It deals with game changers involving power, influence
and politics, as well as special interests, hidden agenda, and interpersonal
conflicts.
Stakeholder management makes or breaks any programme. Paradoxically,
stakeholders are traditionally handled intuitively, as opposed to being formally
managed. While enlightened intuition is always welcome, a phased slant boosts
the odds for dealing with parties and provoking desired outcomes. The first
phase consists of Identifying Stakeholders, who are people with names and faces
– as opposed to departments or groups. Background, roles, past experiences,
and special circumstances are also documented. Next comes Planning
Stakeholder Engagement, which outlines a game plan aimed so that each party
is aligned and engaged in the programme. Level of interest and ability to exert

control are also assessed. Then comes Managing Stakeholder Engagement,
which ensures stakeholders’ needs are met and adequate support is achieved.
And finally, Monitoring Stakeholder Engagement, which is executed systematically
throughout the programme to check on the stakeholders through interviews and
feedback.
Upgrading classical training and development

Leaders, executives and HR folks have long heeded the call to upgrade and
maintain human capabilities. While on-going measures may still make sense,
these upgrades have to be carried out in the turbulent digital arena. Here are
ways to ensure that people are competent, aligned and engaged with the
direction of an organization’s programmes.
Setting examples. All leaders communicate their management philosophies
both overtly and subliminally. Those “tuned to the times,” who delegate,
motivate, and foster a give-and-take approach naturally generate synergy
among followers and other stakeholders. Some leaders may require an upgrade
in soft skills, or even a major makeover. Or in extreme cases, an easement into
outplacement.
Coaching. External coaching, the leader-coach, the informal chat, and in-
house coaching are valid options for boosting greater competence of team
members. Long-practiced face to face by coach and coachee, remote coaching
by phone or video call is a cost-effective way to go.
Training sessions. Seminars, courses, workshops, and lectures are effective
upgrading techniques. So, what’s different now? Time for classroom-type
training is scarce, so distance learning becomes attractive and gains increasing
acceptance. Blended approaches (part classroom, part distance) make sense in
other settings. In these digital times, students expect improved quality visuals and
dynamic teaching.
Formal team building programmes. For synergy, the formal team building
programme spawns best results. It provides retention, experimentation, feedback,
in-depth treatment, and time for consensus and relationship building. Again,
blended approaches involving classroom, field experiences, and distance
communications create optimal cost-benefit results.
The digital bandwagon requires all stakeholders onboard. For that, an
overall T&D programme helps nurture an effective digital culture. However,
specific programmes may be needed to accelerate learning for particular
groups. To address this topic, Project Management Institute (PMI), launched a
188
path called Project Management Technology Quotient (PMTQ). This suggests

that project professionals gear up even further for the ongoing digital times. So,
training and development (T&D) may need to address different groups in different
ways. When coupled with behavioural skills covered in project management,
PMTQ emerges as a professional skill set needed to thrive in the digital age, with
special emphasis aimed at the below points:
Always-on curiosity: be on the lookout for new ideas, new perspectives,

and new technologies to integrate emerging project delivery practices.
All-inclusive leadership: integrate divergent team members, independently

of age, position, digital knowledge, skills, or location. Manage people to be
able to manage both people and tech.
A future-proof talent pool: recruit and retain professionals with the

technical and behavioural skills needed for the digital era including the will, the
disposition, and the ability to keep up with trends and inspire teammates to do
the same.
How about an organization’s people manifesto?

In the digital world, people are expected to think, act, and react differently
from how they or their counterparts did in the pre-digital era. Cognitive thinking
patterns and models are to reflect the galloping exponential times, and behaviour
is expected to align with transparency, fast-moving timetables, emotional
maturity, and ability to deal with adversity.
An experiment involving a People Manifesto is worth examining by leaders in

organizations focused on developing teams primed to thrive in the digital world.
Such a manifesto would be disruptive enough to induce thinking patterns,
behaviours, and emotional reactions coherent with the rampaging times.
The Brightline Initiative proposed a simplified model based on the classic
premise that people are the linchpin for generating organizational results.
Drafted as a People Manifesto, the document is designed to provoke, to question,
and to inspire people to rethink actions and behaviours of the past. Here are
four very different, perhaps debateable, principles paraphrased below, that
might constitute a starting point for an organization’s People Manifesto.

Leadership is over-emphasized. Leadership is recognized as an essential
characteristic in organizations, yet more emphasis needs to be placed on
“follower-ship” as a valued behaviour. Rather than always looking for ways to
lead, recognize when and how to take more of a backseat. Rather than always
looking for ways to create more leaders, acknowledge and support the essential
role of those who follow.
Collaboration is key but isn’t everything. Team effort and collaboration are
recognized as needed characteristics for organizational success. Yet broad-
reaching collaboration takes time and coordination and may be superfluous in
many cases. So, when consensus building takes excessive time and doesn’t
measure up to a cost-benefit analysis, then delegating appropriate tasks and
authority to individuals or small groups makes more sense.
Culture is never built. The desire to build a culture to fully support a company’s
desired strategy is a noble goal. Yet while strategy can be outlined in a clear,
precise list of intentions, culture is more akin to an amorphous blob made up of
individuals’ behaviours, opinions, and responses. Although culture cannot be
built, managerial energy is needed to make sure that culture upholds strategy.
People act in their own self-interest. While alignment of individual interests
with organizational strategies is an honourable intention, in practice it cannot
be fully achieved. So, leaders must devote time and effort to influence individual
mindsets and behaviours.
This paraphrased version of Brightline’s 2019 version of the People
Manifesto is shown as an example of what might be developed in an organization
to shine a spotlight on people first.
Taking action
Since change is inevitable, strategists and leaders are faced with making sure
transformation spins off benefits for individual stakeholders, and ultimately, for
the organization. Digital transformation, paradoxically, is not about technology,
so success in the digital world depends heavily on a laser-like focus on
organization, communication, and the human factor.
Making people first, then, requires an overarching people programme,
which means determining present competencies and desired levels for the future.
This includes knowledge, skills, and expertise, as well as underlying attitudes and
behaviours. Concrete people-generated results require training programmes
that guarantee existing skills are up-to-date. Development programmes are also
needed to ensure competencies are advanced, and organizational structure and
190
culture are appropriate for doing business in new evolving settings.

Since in the digital world, people are expected to think and behave differently,
classic T&D approaches like setting examples, coaching, training sessions, and
formal team building programmes need to be revamped and tailored to adjust
to the context and speed of the galloping digital times. To spur along awareness
of the human factor, experiments such as a People Manifesto and PMTQ are
highly constructive. Making people first in transformation programmes requires
maintaining priority on the human factor throughout the entire programme.
About the author

Paul Dinsmore is a PMI Fellow and President of the Board at
DC-DinsmoreCompass.
Resources
https://www.projectengineer.net/project-stakeholder-management-according-
to-the-pmbok/
https://www.pmi.org/learning/thought-leadership/pulse/pulse-of-the-
profession-2019
https://www.brightline.org/people-manifesto/
https://www.weforum.org/agenda/2018/01/how-to-transform-a-company-
into-a-digital-enterprise/
https://www.forbes.com/sites/sap/2018/11/15/how-to-create-a-people-first-
culture-in-the-digital-age/#d4ec75ec4a96

‘In the corporate world,
we should have very
high expectations and
standards. I wish there
were more corporate
leaders stepping forward
to address the accounting
problems, not simply
responding to the rules
saying they have honest
numbers, but talking
about the responsibilities
businesses have.’
ROSABETH MOSS KANTER
192
ROBIN SPECULAND
Digital execution:
what it takes to succeed
Digitalization will transform every business, at various speeds, in the next few
years. The trouble is that, after 16 years of steadily improving in strategy
execution, organizations are getting worse. The failure rate is now as high as 84
percent. In 2002, my company Bridges found that 90 percent of strategy
implementations were failing. Every four years, we survey the market and there
was a steady improvement to a 67 percent failure rate in 2016. Still high but at
least we were improving. But that positive trend has now stopped.
There are some significant reasons why we are getting worse. One of the
most prominent is that digital execution requires a complete business
transformation. Previously, strategies, such as expanding to overseas markets,
did not necessarily require such a comprehensive transformation. But, digital
execution can’t be achieved by tinkering with the business model. It requires
leaders to examine how the end-to-end business is impacted by technologies
such as AI, IoT, analytics, APIs, cloud, and so on. Digital execution weaves
through every component of the business and alters the organization’s DNA. It
requires a whole business model transformation.
Essential to this is a cultural transformation. Leaders need to reflect on the
culture they need to drive digital execution. An important realization for leaders
is that strategy drives the organizational culture and culture drives the way you
execute. Two organizations can have the same strategy, but how they execute it
is driven by their culture. This was different a few years ago where culture typically
drove strategy, but the dramatic shortening of strategy lifecycles (some
organizations have experiments as their strategy) has changed this model.
Organizations are now working at a faster strategy cadence (speed of
execution) than ever before. The Canadian Prime Minister Justin Trudeau
captured it well in his 2018 address to the World Economic Forum when he said:
“The pace of change has never been this fast, yet it will never be this slow
again.” On average, strategy now changes every three years. This fast pace of
transformation translates to the organizational culture being in a constant state
of flux to keep pace with the rapidly changing strategies. Recognize that culture
drives the way your organization executes its strategy.

It’s common for many leaders, in this faster paced environment, to assume
they have to execute digital by tomorrow because of the pressures around them.
While crafting the strategy, leaders identify the best strategy cadence, which has
three gears of execution:
Slow – more than five years

Medium – less than five years and more than three years
Fast – less than three years
I was working in London with the leadership team from Cisco and they
wanted to execute by tomorrow, a fast strategy cadence. The next week I was in
Thailand working with an organization that provided seeds to farmers, and
technology for them was placing a phone in the hand of the farmers, a slow
strategy cadence. Consider your market and strategy objectives to identify your
organization’s strategy cadence.
Employee empowerment is non-negotiable in digital execution. Why?
Transforming the whole business cannot be done by dictating from the top.
Leaders need to point their employees in the right direction, set the parameters
for empowerment and then step back, allowing them to take the right actions.
DBS Bank in Singapore has not only been awarded the best digital bank in
the world, but also the best bank in the world, in 2018 (the first Asian bank to
achieve this award). When Piyush Gupta, the CEO, initially started to transform
the bank, he adopted situational leadership, meaning he attended all key
meetings to ensure what he wanted was being done. Now, he goes to the
meetings to find out what’s going on! The employees have been empowered to
execute the digital strategy, which is called “Making Banking Joyful.” From the
start, employees were trained in how to digitalize the business. This included
participating in hackathons, selecting their own digital training and adopting
new tools and methodologies, such as design thinking, and how to use big data
and agile.
In digital execution, your employees must fail to succeed. To transform the
whole business, there will be failures. It is how leaders respond to these failures
and to their employees that can then dictate the success or failure of the
execution. In the organizations we consult to, the leaders empower their
employees and embrace failure as a stepping stone to success. They coach their
employees through decisions so they can learn the right lessons and take the
right actions.
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ROBIN SPECULAND / DIGITAL EXECUTION: WHAT IT TAKES TO SUCCEED
Digital execution is also transforming customer service. For many years, leaders
have adopted strategies that involve being more customer centric than before. They
have trained their employees in customer service, adopted customer centricity as a
core value, and found ways to integrate the “voice of the customer” into the business.
But many of the organizations have failed to make the substantial changes required
to sustain a permanent customer centric culture.
In digital execution, customer centricity is an essential component. It depends on
an organization-wide understanding of customer problems that need to be solved
as well as the different customer experiences that can be created by leveraging
technology. Many leaders start their digital execution journey with customer centricity
as the main focus. They adopt techniques such as design thinking so their employees
can integrate digital solutions that create better customer experiences. The majority
of time in this approach is spent really understanding their customer, not by discussing
internally what they think the customer wants, but by sitting with the customer and
capturing their emotions as well as their detailed feedback.
Customer centricity can result in significantly reduced costs, which can be passed
on to customers as you leverage new technologies. McKinsey and Co reported that
digitizing customer service could increase customer satisfaction by 33 percent and
reduce costs by as much as 35 percent. Creating a customer centric digital
experience involves examining the process end-to-end to eliminate non-value
adding work and to restructure to deliver beyond customer expectations. The whole
customer journey needs to be digitalized and the value is in the last mile. For
example, DBS discovered that digital customers are twice as profitable as traditional
banking customers, maintain higher loan and deposit balances, and cost 57 percent
less to acquire.
As digital execution affects the whole organization, the board needs to fully
support the organization’s transformation. But before starting to transform, the
board and the leadership team must discuss and collaborate on key decisions,
creating the digital vision for the organization. This includes changes to products
and services offered to customers, potential changes in customer segments, and
required changes in operations. It also includes allocating significant investments for
adopting new technologies and expanding current ones, as well as guiding
employees to make the right decisions when they are empowered.
The leadership team and the board need to also agree on the roadmap for
transformation and assign new metrics to track performance. To keep the board’s
support along the journey, board members should be kept fully informed. The board
should never be surprised.

Digital execution is an exciting but challenging organizational transformation.
Leaders are unfortunately, more than ever, repeating the same mistakes from
previous executions. To break these negative behaviours, they first need to
develop an execution discipline among themselves so as to lead by example,
and then throughout the whole organization. The goal is to understand what’s
required in the approach, and drive the right actions that will lead the organization
to success, and follow through to hold people accountable in this digital world.
It’s not about having a digital strategy but a strategy with execution discipline,
in a digital world.
About the author

Robin Speculand is the founder and CEO of Bridges Business Consultancy
Int. He created the Implementation Hub, the world’s first online portal dedicated
to strategy implementation, and is cofounder of the Strategy Implementation
Institute.
Resources
Bruce Rogers, “Why 84% of companies fail at digital transformation”,
Forbes, 7 January 2016;
https://www.forbes.com/sites/brucerogers/2016/01/07/why-84-of-
companies-fail-at-digital-transformation/#5c5eef93397b
“Strategy implementation survey results”;
http://www.implementation-hub.com/resources/implementation-surveys
Raffaella Bianchi, Gergely Gacsal, and Daniel Svoboda, “Overcoming
obstacles to digital customer care”, McKinsey & Co, August 2015;
https://www.mckinsey.com/business-functions/marketing-and-sales/our-
insights/overcoming-obstacles-to-digital-customer-care?utm_
source=mta&utm_campaign=10023&utm_term=vanditagrover
196
‘Adults are much more
likely to act their way into
a new way of thinking
than to think their way
into a new way of acting.’
RICHARD PASCALE

RITA TREHAN
Are you ready?

E very business today is confronted with disruption; disruption of any variety, as
we know, has the power to actually corrode market share and destroy a
business. Publishing, technology, banking, travel, transportation, hospitality,
food – there isn’t a market that hasn’t seen established companies slip into the
annals of history from pillars of great strength, their positions eroding from great
pillars of market prowess and presence to become a footnote in history. There
are businesses right now that used to be household names and that are being
destroyed by their inability to harness the power of disruption.
As thought leaders in our industries and leaders in our respective organizations,
we know on an almost cellular level that disruption and change is the new constant
of our existence. The problem most are having isn’t the understanding of the
concept of change – it’s how to harness the disruption on the path to profitability.
The truth is, in order to harness the power of disruption, you need to create a
business culture and infrastructure that simply thrives on it. It’s the thing that most
businesses miss entirely when it comes to both short and long-term business
strategies: we focus on slamming a new disruptive technology or struggle to adapt
a rigid infrastructure to a rapidly changing marketplace, instead of creating a
business with the agility and cultural aspects to simply undulate with the changes.
It’s the difference between weathering the storm and riding the lightning, and it is
how companies that thrive on the power of disruption are, quite frankly, rendering
everyone else completely irrelevant.
I’m not overstating the gravity of this issue: simply consider the companies
crushed under the wheel of disruption to see how these missed details can derail
an organization.
Only 12 percent of the original Fortune 500 firms remain intact. That’s right:
if you compare the 1955 list to that of 2016, only 60 companies appear on both
lists. This amounts to a mere 12 percent (fewer than 1 in 8) that remain on the list:
more than 88 percent have either gone bankrupt, were merged or acquired, or
have fallen off eligibility in total revenue.
You may say to yourself, these firms weren’t going to remain around anyway.
Market and technology evolution, progress, etc. were always going to render them
obsolete. Maybe. I’d argue that many failed to make the leap because they were
ineffective in riding disruption, particularly technological transformation. It’s a
198
RITA TREHAN / ARE YOU READY?
mistake that cost a good many of them their standing in the business.
While the list of issues causing constant market disruption are myriad – the
geopolitical landscape, technology, cultural shifts like the emergence of Millennials
and Gen Z into the workforce along with the decline of the Baby Boomer
generation, the rise of the gig economy, etc. – the response to any and all of these
issues inside most companies is almost always the same. Read this and see if it
rings true to your company’s typical chosen path to manage disruption:
A disruptor comes along or is perceived as a market opportunity or threat. The
business responds by attempting to adapt, which means the resulting technological
tool or concept is assigned to someone within the organization. It becomes a
change management initiative within the business, something that happens while
the business runs as usual. Corporate leadership assigns someone to manage it in
such a way that the expectation is such that the rest of the business won’t really
need to change or shift.
We attempt to manage a full-scale demand for change by attempting to
minimize the impact, like setting off a bomb in an open field, away from civilization.
We demand minor alterations here and there, and it’s fine as long as nothing else
changes.
Minimized in this way, no one asks the right questions. Which means surprises
happen. Internal structures fail. Lack of information sinks the project. Trying to
push a whole disruptive strategy into an existing structure exposes all the flaws.
Attempting to “manage change” within the silos crashes the whole thing from the
inside.
The initiative fails. The company suffers. Layoffs occur. Stock price downturns.
Business failure. And for some the door closes.
The reason most of these initiatives fail is because transformation is viewed
from an antiquated perspective: businesses look at harnessing disruption as a
project within the business, just another initiative on the books to be handled by
one of the executives. “Make it happen” is usually the rallying cry. You have to
make it happen. So, businesses do what they’ve been known to do, they attempt
to press and squeeze this new technology or new product or service within the
existing structure and the existing culture. They don’t think about any of the
enterprise-wide challenges. Readiness is not a question that’s asked about.
And that’s when the trouble starts.
Transformational change is not an isolated project – it’s a whole business
initiative. Consider Jeff Immelt’s attempt to turn GE from an Industrial Company
to an Industrial Technology Company. Now viewed by some as an unmitigated

disaster, it serves as a startling reminder of what can happen to even those that
many might have viewed as indestructible. A strategy that lacked focus, a lack of
awareness of organizational readiness, and a failure to bring employees and
stakeholders along on the journey, resulted in Jeff’s departure, a plummeting
share price, and a downgrade to Baa credit status.
The inability to consider organizational readiness, paired with the typical
siloed business approach, leads to disconnected transformation initiatives, stifled
information flow, accountability issues, and kills innovation. The result: failure.
Transformations fail because businesses fail to assess their readiness for
success. In order to harness the power of disruption it’s time to see things
differently and lead transformations differently. The way to do that is to assess
organizational readiness at the start, not part way through, or when you hit
trouble, or at the end when you look for a scapegoat.
Begin with a holistic change management approach. No more trying to
contain disruption within the business or function domain or placing digital in a
business unit, separate from the core business in order to “manage” the change.
Digital transformation is an enterprise-wide event that requires a 360-degree
view of the business. This means starting with asking how it will impact the entire
business today and looking long-term into every aspect of the business to see
how it will impact it moving forward. How do you do this? Consider the following:
Organizational Readiness: assessing business readiness is key.

Understanding the culture, process, and capability of the organization to achieve
the end state vision, enables you to know what it will take to get it there.
Start with your purpose: really understand WHY you’re doing this. I
strongly suggest you take a 360-degree view of everything and not just what you
want to do and why you’re doing it. Look at the business and everything you are
and all that you want to be, and be very clear on your intention before you start.
That intention allows for clarity and focus from beginning to end. It’s the
navigation for your roadmap.
Define your desired future state: where do you want to go as a

company and how does this strategy help you reach that destination? What does
your business look like, what is your culture, what is your market, how do you
make impact? All of this is critical.
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RITA TREHAN / ARE YOU READY?
Evaluate leadership capacity: dive deeply into exactly what’s going on

with the business. Do you have the right leadership engaged with the right
message and understanding to carry your vision forward? Is the business
leadership in a position to make this happen? Are they taking a holistic approach
to lead the business through this large-scale change or are they protecting their
fiefdoms? Does leadership understand the impact of digital transformation on
the business long-term? Do they comprehend what readiness means? Can they
translate this message from the top? What problem are they trying to truly solve
by jumping on the digital bandwagon?
Determine your digital maturity: are the right platforms, tools, and
talent in place to make these dreams a reality? Be very realistic here. You’re
gathering all the information upon which you’re going to make the plan to
ensure a digital transformation win. How disparate is all the data and information?
Do you have the ability to gather and synchronize your different sources of
information so the data can “talk to each other.” This means everything from
performance metrics of your business right down to the performance metrics of
your people. Market data, financial data, and technological prowess. Information
is the new competitive advantage, so it’s vital to understand where you are in the
ability to harness its power.
Last, but the most important readiness factor, is about understanding that
nothing will move forward without the right culture.
Assess cultural preparedness: do you have the right people organized

and engaged in the right ways to make this digital transformation a success? Do
you have the bench to pull this off? Do you need to re-scope the business?
Redeploy talent? Change the structure of the business? What capabilities will
change and how can you prepare for this? Is the organization structure too rigid
or inflexible to adapt to an agile project team design? Is your culture ready for
this transformation? How are you planning to bring people on the journey?
What does this mean for your culture in a year to five years?
Taking the time to determine the transformation implications and changes
needed at an enterprise level enables you to construct a path for the enterprise
that moves your strategy forward. Be sure to craft an agile performance feedback
loop, which provides real time feedback at every step of implementation so you
can assess productivity and shift when and where needed.

I feel passionately about getting this right as a business community. Digital
transformation is the pathway to progress for all our businesses, and if we
consider a holistic approach, we won’t find ourselves asking why 70 percent of
transformation efforts fail and billions of dollars are wasted.
About the author

Rita Trehan is CEO of Dare Worldwide and author of Unleashing Capacity.
202
‘Companies need to get
ahead of the issues rather
than waiting to be forced
into a defensive posture.
Leadership involves setting
realistic but challenging
expectations.’
ROSABETH MOSS KANTER

SHARON OLIVIER & FREDERICK HOLSCHER
Can caterpillars fly?

I f one were to ask a caterpillar to fly, it might try fitting some wings onto its
chubby little body in order to operate within the different environment of the
sky. However, we know that for caterpillars to fly they need more than an
innovative adaptation, they need a total transformation to become a butterfly.
Interestingly, all the genes to become a butterfly are already in the caterpillar but
are not “switched on”; it is only in the cocoon or pupa phase where the
transformation takes place.
Charles Handy applies this same logic when he talks about the second
curve. To survive and thrive in the constantly disrupted new world of work, leaders
can no longer rely only on 1st curve thinking – adapting or innovating caterpillar
behaviour with a set of wings will just not do it.
The 1st curve represents business as usual and the current organizational
journey. When faced with disruptions, like for example AI, robotics, or a
prominent new competitor with a new business model, leaders’ first consideration
is often to go back to basics, tapping into their past successes to find answers.
This would involve the “fitting wings on the caterpillar” option – for example,
restructuring the organization, a new IT system, introducing new business
processes, or cutting costs. They may call in consultants to save them and the
courageous ones may embark on agility and innovation training programmes. We
refer to these actions as innovative adaptations. They involve making positive
incremental changes, but within the current business paradigm. Whilst these
may all be useful in their attempt to squeeze more life out of the current business,
what is actually needed is 2nd curve thinking.
Leaders with good foresight will start proactively thinking about the disruptions
facing them and how to embark on a new curve (2nd curve) before the 1st curve
business peaks, or reaches maturity – in other words, while still making money
through doing good business on the 1st curve. This timing is crucial, as any new
idea will first take a dip due to experimenting with the new, before it takes the
growth turn upwards towards maturity (see Figure 1):
204
SHARON OLIVIER & FREDERICK HOLSCHER / CAN CATERPILLARS FLY?
1st Innovative Adaptations and 2nd curve Transformation
Innovative
Adaptations
Disruption
Decline
Maturity
2nd curve
Transformational Transformation
Space
Growth
Initiation
1st curve
Ref Dr Frederick Holscher
Figure 1: 1st innovative adaptions and 2nd curve transformation
Getting the timing right

The disruption could come from outside or from inside the organization.
Should the organization not respond appropriately it would inevitably go into
decline or even “death,” which has been the journey of so many businesses,
such as Kodak and Blackberry, over the last 20 years. On the other hand, IBM is
a good example of a company that took the 2nd curve in good time,
leading with cognitive computing. Another good example is the motor industry
where access and processing of data opens up the possibilities of self-driving
cars, and climate change is forcing the industry to rethink their use of fuel, and
switch to electrical vehicles.
The harsh reality is that when leaders wait until their current business as usual
1st curve has peaked or has taken its downward turn, it may be too late, as
their resources, motivation, income, and profits are under pressure and the

leaders go into survival mode, which is not conducive to creativity and
experimentation.
On the other hand, when 2nd curve initiatives are introduced too early, for
example when still in their growth phase of the last initiative, they may create
confusion or “change fatigue” as the organization requires focus, commitment,
and dedication to the outcomes during this phase.
The transformational space is not easy or comfortable as it brings with it
conflicts between those with a 1st curve mindset, knowledge and experience,
and those who see the need for transformation.
The secret is to get the timing right and to have 1st and 2nd curve initiatives
running concurrently in the organization. This will require developing a diverse
set of leadership capabilities to lead on both curves, leaders who will continue
with business as usual, and leaders who will start experimenting with the 2nd
curve, in parallel. Once the first curve has been through its growth phase, it
could be integrated into the mainstream or it could become the new mainstream
business. It will also require an organizational culture and agile structures that
create a context for transformation to take place while the business is still
enjoying success from business as usual.
We believe that the current environmental, technological, and socio-
economic disruptions require more than just a few innovative adaptations on the
“what and how” of the business. In many instances, it requires a fundamental
rethink of the “why” or core purpose of the business (see Simon Sinek’s TED talk
on the “Golden Circle”).
Vision led or purpose driven?

On the first curve, businesses may be “vision led”; in other words, they have
clarity of their focus and end point, which creates a slipstream for all their activities.
Leaders operate with a convergent or reductive mindset, using linear thinking to keep
on track towards reaching their goals and vision. The 2nd curve or transformational
space requires “purpose driven” organizations with leaders who have a divergent
or expansive mindset, exploring various opportunities and options through
generative dialogue with stakeholders. In this case, linear thinking may not work.
Leaders need to think in an integrative way, able to hold divergent thoughts and
extract value from opposing ideas, to serve the purpose of the organization.
206
SHARON OLIVIER & FREDERICK HOLSCHER / CAN CATERPILLARS FLY?
Shifting to the second curve

In the course of our research into ego and eco leadership intelligence, we
studied a European insurance company that was enjoying success on the 1st
curve. At this stage, their focus was on efficiency and cost, trimming systems and
work processes to save costs and “create a customer experience” through
a strategy called OPEX – Operational Excellence. However, the CEO, through his
own personal journey with his coach, started to realize that something fundamental
was missing in the organization, namely the quality of relationships within the
business, as well as with the customers, which in turn was leading to a lack of
innovation. He realized that the voices and needs of customers were absent, and
that the business had become a “cold policy production and claim handling
machine.”
The CEO led a 2nd curve transformation initiative, which brought the customer
and staff right into focus. He said that when they discovered their purpose of
“simply safe” and the formula of “happy employees equals happy customers
equals successful business” it seemed so simple and self-evident that he felt silly
sharing it with us. However, trying to transform the hearts and minds of people to
achieve this was not so easy.
The company engaged in a transformation programme which involved keeping
business as usual going (1st curve), while at the same time initiating a series of
start-ups where entrepreneurial staff moved into a new business unit and were
encouraged to experiment with new ideas and models in line with increased
customer intimacy and customer centricity.
The results are beginning to show after two years of hard work, with some
significant growth in target markets and impressive growth in non-life
business. Above all, customer satisfaction and staff engagement have been
radically improved.
In summary, the disruptions that come with 2nd curve thinking require not only
“new wings” on the caterpillar, but also a fundamental rethinking of the business.
It opens up new business possibilities and a need for new partnerships, which will
help enable the metamorphosis from caterpillar to butterfly.
About the authors

Sharon Olivier is Senior Faculty in Leadership and Discipline Lead for People and
Talent at Hult Ashridge Executive Education.
Frederick Holscher is an adjunct member of faculty at Hult Ashridge
Executive Education.

‘The pace of change
has never been this
fast, yet it will never
be this slow again.’
JUSTIN TRUDEAU
208
MARK ESPOSITO & TERENCE TSE
Making sense of the

transforming power of AI
The current attempts to automate and reproduce intelligence are not
deterministic, they are probabilistic, subject to issues and experiential biases that
plague all other kinds of intelligence.
Consider medicine. At one time or another, doctors are likely to be involved
in a patient’s death whether through a mistaken diagnosis, exhaustion, or a
variety of other influences. Indeed, one piece of research suggests that medical
errors are the number three cause of deaths in America. AI is taking up the
challenge and shows promise but, as with doctors, if you give AI the power of
decision-making along with the power of analysis, it will more than likely be
involved in a patient’s death. If so, is it the responsibility of the doctor, the
hospital, the engineer, or the firm that developed the technology?
Answers to such questions depend on governance – whether or not a doctor
at the end of each use of AI provided analysis, checking whether or not it was
correct, and whether or not the decision-making paths of each AI driven
diagnosis can be followed.
The same issues arise for self-driving cars, autonomous drones, and the host
of intentional and incidental ways AI will be involved in life-or-death scenarios,
and the day-to-day risks people face.
As machine to machine data grows in the Internet of things, companies with
preferential access will have more and more insight into more and more minute
aspects of behavioural patterns we ourselves might not understand. With that
comes a powerful ability to nudge behaviour, or more worryingly, limit choices.
We can begin to see the larger picture, but governance is in the details. The
risks of 99 percent accuracy in a hospital, in image recognition for food safety,
in text analysis for legal documents, will not be the same – as such, policy
makers will need more nuanced accounts of what is involved. The kind of
oversight, standards, and frameworks for making AI accountable in healthcare
may require different conditions than AI in education, finance, telecoms, energy,
and so on.

From tech literacy to tech fluency
Effective governance of AI means the burden of adjustment falls, if unequally,
on all partners – on governments, on firms, on users, and non-users. Ethical
governance takes it further.
New technology means new risks, meaning firms, governments, and users
have to be literate enough about the technology to understand the new set of
risks and responsibilities that come with the tech. Understanding those risks is
not straightforward.
Ethical AI means that everyone will have to improve their tech literacy – to go
from the prediction or analysis we get from an AI to the response. Yet it goes
further, with the insights we derive from AI. Understanding AI implies and
demands a better understanding of our own habits, behaviours, and often-
unconscious trends. This begins with how to not only treat our behaviours, but
what others know about them – in short, we have to begin with the data.
Governance for all or for nobody at all

The first step to good AI governance means being honest about whether or
not the dataset represents what we want the AI to understand and make decisions
about.
However, we cannot conflate AI with data – and governing data can only go
so far. Datasets cover a limited range of situations, and inevitably, most AI will
be confronted with situations it has not encountered before – the ethical issue is
the framework by which decisions occur, and good data cannot secure that kind
of ethical behaviour by itself.
Generically, we can train AI to make better decisions. The issue is not simply
in the algorithm, but in the choices about which kinds of datasets, the design of
the algorithm, and the intended function of that AI in impacting decision-making,
in short, its ecology of use. Even at 99 percent accuracy, we will need a system
of governance to structure the appeals – in fact, under such conditions, we will
need it even more.
Ethical governance is not deterministic. Good approaches to governance do
not begin from one size fits all. Governance begins with the concepts by which
we determine what is relevant and irrelevant, appropriate or inappropriate,
good, bad, or inconsequential.
When the concepts are understood, rules are derived, and the system of rules
is precisely what makes up governance – what is permissible, what is
impermissible, and what to do about each. Technologies are all impacted by
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MARK ESPOSITO & TERENCE TSE / MAKING SENSE OF THE TRANSFORMING POWER OF AI
such rules, and so, who is writing the rules will continue to matter. Blockchain in
particular is often considered to be neutral – but strategic decisions on block size
and incentive structure still need to be made.
As AI takes hold, we need to know what counts as good governance for
governments, firms, people, and societies driven and shaped by AI. In short, we
need to be ethically literate.
Getting beyond transparency

When a decision was made using AI, we may not know whether or not the data
was faulty – and as such, may have a right to appeal an AI driven decision. The
first step is to be informed that a decision concerning your life was conducted with
the help of AI.
Conventionally, these issues are to be resolved in the courtroom – but what if
the courtrooms are themselves run by AI? Judges, like everyone, are biased. If an
AI is trained on datasets from previously biased judicial decisions, then the
parameters of successful judgements for an AI will likely include that bias.
Governments will need a better record of what companies and institutions use
AI for and when. Furthermore, companies may have to better understand the
architecture of decisions within their company, and where precisely AI is placed
within that architecture.
However, simply being informed does not provide enough transparency. Even
after the data is understood, mistakes can still occur, and biases can still arise. As
such, those lives that have been shaped by AI have a right to understand why a
decision was made.
Currently, while the right to be informed is feasible, the ability to explain why an
algorithm made one decision instead of another is far less so. Decisions on whether
to train algorithms based on past data, or design in the rules, make the decisions
about whether to follow one set of rules instead of another explicit. Teams will have
to choose what kind of ethical rules, and the specifics of those rules.
While public service decisions may be open to appeals on breaking open the
black box to understand why one decision was made instead of another, corporate
governance decisions may be less so – the most common defense to expect is the
appeal to intellectual property, of specialized AI as a trade secret. When AI driven
systems are under such protections, we may need to wonder whether incentives
are aligned for firms to maintain an adequate understanding of the derived
decision-making system.

Different kinds of practices will require different approaches to making AI
decisions understandable. One method already proposed is to have counterfactual
assessments, a running account of different scenarios and their flow, which can be
followed. While this enables oversight, it does not equate to getting the reasoning
by which a decision was made.
Opting in and out: why the choice is up to us to take

These rules give us a right to an explanation, a means to be informed – but
effective governance has to go a step further. To proceed, there needs to be a
common ability to appeal an unintelligible decision, which may itself demand
knowing whether or not the companies themselves understand the decision-
making process.
Citizens, consumers, and users need to have the ability to not only opt out
but to do so feasibly. But, as with the rest, this problem will not resolve the issues.
Opting out may require a larger percentage of data ownership on behalf of the
citizen, leasing companies the right to use that data for targeted advertising –
and then there is the question of what data is actually private enough to justify
the right to opt out: when there is a change in your heartbeat, is that private?
The ultimate source of legitimacy, and a key provider of effective governance,
will be giving the choice to citizens – offering the chance to say no to uses of
their data, and maybe even to opt out of AI driven decision-making.
However, just as ethical governance places new demands on firms, there is a
new demand on the public to be aware. Ethics cannot be a one-way street –
consent may be the point of departure, but cooperation and consensus is how
the practice has to continue.
The more frightening demand of AI governance comes from the possibility
that such choices to opt out or opt in may themselves be subject to influence by
firms or governments using AI.
Any light at the end of the tunnel?

The decisions that corporations and governments will need to face follow
from the previous issues – governing data is essential but may be insufficient; as
is being informed; as is providing a right to an explanation; as is providing more
alternative means to providing that explanation.
Governments will need to make decisions about where the largest burden of
adjustment will fall – who will need to educate themselves most, and continuously
– as AI innovation progresses, the specifics of the decision-making will change,
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MARK ESPOSITO & TERENCE TSE / MAKING SENSE OF THE TRANSFORMING POWER OF AI
reshaping the specifics of our arguments about what kinds of risks practices built
off a given algorithm actually pose.
The pursuit of such transparency on the use of AI may provide new avenues for
oversight in governments and firms. Many government decisions – policy, policing,
and judicial – are currently intractable, that is to say, we may not get an explanation,
only a rationalization. If the black box problem is resolved then we may eventually
have new means to make the governmental process fundamentally more transparent.
The general data protection regulation (GDPR) ruling in the EU remains a step
in the right direction; however, the future of effective appeals and governance will
need to be case by case. A one size fits all will only serve to hide the discrepancies
that complex algorithms are so effective at generating.
It is unlikely AI will replace decision-making fully anytime soon – as such, the
issue is not a purely technical problem, it is an issue, firstly, of awareness and
intelligence in the response to what an AI will tell us. The issue of ethical AI is not
simply the openness of the algorithm, but the effective design of the institutions that
use AI, and the clarity of the decision-making derived from AI analyses.
Suffice to say, politicians, coders, and philosophers have their work cut out for
them. Technology is a tool, an extension of our problems – AI is no different, for now.
About the authors

Mark Esposito teaches at Harvard University’s Division of Continuing
Education. He is also Professor of Business & Economics at Hult International
Business School and a research fellow at Judge Business School, University of
Cambridge. He cofounded Nexus FrontierTech.
Terence Tse is a Professor of Finance at the London campus of ESCP Europe
Business School. He is a cofounder of Nexus FrontierTech.
Esposito and Tse are the authors of Understanding How the Future Unfolds
(2017) and The AI Republic (2019).
Resources
Marshall Allen, & Olga Pierce, “Medical errors are no. 3 cause of US deaths,
researchers say”, NPR Morning Edition, 3 May 2016
Ian Bogost, “Can you sue a robocar?” The Atlantic, 20 March 2018
Sandra Watchter, Brent Mittelstadt & Chris Russel, “Counterfactual explanations
without opening the Black Box: Automated decisions and the GDPR”, Harvard
Journal of Law & Technology, 2018
Enrique Dans, “GDPR: A blessing or a waste of time?” 5 February 2018

‘We must become the
change we want to see.’
MAHATMA GANDHI
214
TIFFANI BOVA / WHAT CAN THE SURVIVORS TEACH US?
TIFFANI BOVA
What can the survivors

teach us?
K now any 100-year old companies? Fifty-year-old? Twenty-five-year old?

Probably not many. Why is that? After all, companies are institutions, not living
things that have a fixed lifespan. By perpetually replacing people, facilities, and
products, they should be able to last almost forever, handed down from generation
to generation while they continue building upon the founder’s legacy.
So, what happened to all of those companies founded in the years immediately
after World War Two or even in the 1950s, 1980s, and even the 2000s? Many just
went out of business because they were struggling to survive. If you look closely at
all of these lost companies, their stories, while told in a million different ways, all
have roughly the same plot: the market changed, competition changed, technology
changed, the customer changed – hell, the world changed – and they were left
behind holding onto something that was no longer as relevant as it once was.
There have been the famous failures we are all aware of like Kodak and
Blockbuster, but there have been thousands, hundreds of thousands, that we
never heard of. These companies were filled with hard-working smart people
but, eventually, they made one or two seemingly insignificant decisions that
ended up being bad choices over the long-term, missed opportunities to
transform business models, to make changes in revenue and growth streams . .
. and the accumulation of those bad choices eventually caught up with them.
But, when you step back and take the time to deconstruct those companies
on both sides of the fence – those that have survived and those that have not –
you find that companies fade away because they fail to reassess the market
context on a regular basis to make sure the course they are on, which they chose
some time ago, is still the right growth bet for them to be making with today’s
environment. Growth is a thinking game. Successful growth requires a
combination of a finite number of growth paths and activities done in the right
combination and sequence to set the company up for long-term success.
Let’s look at a few surviving century-old companies. You should notice that
almost none of them are in the same business that the founders began, nor are
they generating revenue exclusively from the same products and services or the

same customers. In fact, most have transformed themselves on multiple
occasions, transitioned through a half-dozen or more different business models,
product categories, and customer segments. Each time was difficult, but it wasn’t
because they woke up one day and decided to abandon what they were doing
– what had grown the business so far – but rather it was in response to significant
shifts in their revenue and growth streams that threatened their very existence.
Consider the 150-year history of Union Pacific Railroad (UP). After a century-
and-a-half, it is still growing at a rapid pace. Why? UP is one of the few
companies of its time that has kept stride with a changing environment and not
only survived, but also prospered. From 1866-1971 its primary revenue stream
was transporting passengers. In 1971, when Amtrak came online, UP could
have just kept doing what it was doing and watched its business erode. Instead,
the company decided it could not profitably compete against this new enterprise
– so it shut down its passenger business and looked for new ways to realize
revenue and growth. Ultimately, UP decided to double down on its core business
model – running a successful railroad operation – and shifted its “customer”
from people to freight.
In other words, UP’s new growth strategy was to use existing capabilities
(railroad operations) while targeting a new customer base (freight). The result?
UP has since become America’s leading logistics company, carrying millions of
tons of freight every year. Between 2009 and 2014, Union Pacific’s core revenue
surged by a whopping 53.7 percent.
Take another example: General Electric Corporation (GE) is one of the
largest companies in the world. It was formed in 1892, and in 1896 was one of
the original 12 companies listed on the newly formed Dow Jones Industrial
Average. After 125 years, it is the only one of the original companies still listed
on the Dow index. Why is this important? Because it wasn’t on the list year after
year – there were a number of years it fell off. Even with its market capitalization,
competitive products, and massive footprint globally, repeatable growth isn’t a
given. GE is continuously looking to reinvent itself, shedding businesses that no
longer meet current market demand, its long-term aspirations, or growth goals,
and entering businesses that show even greater promise.
Or consider the United States Postal Service, which began in 1775, and
Australian Post, which began in 1849 (Australia’s oldest continuously operating
organization). Both have had to look for innovative ways to generate new
revenue streams to combat pressure on their core business of delivering mail.
They have expanded the products and services they offer, such as same day
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TIFFANI BOVA / WHAT CAN THE SURVIVORS TEACH US?
delivery, to meet customer demands. They are establishing new partnerships with
UPS and FedEx, historically competitors, and offer delivery services for
e-commerce giants such as Amazon, eBay, and OzSales.
These companies didn’t survive by sticking to their core business, products,
or even revenue models when they realized that the market had shifted. They
assessed what was in front of them, what their core strengths were and they
looked for new ways to transform and stimulate growth in the future. But don’t
let this over-simplification fool you. Change for change sake is not enough, nor
is it easy – you have to change the right things, in the right combination and
sequence based on what your company’s growth aspirations are, current internal
capabilities, and current market conditions.
But here’s the thing: those venerable companies didn’t survive only because
they made big leaps. Those are just the ones we remember, the ones that
historians write about. Those happened about once per generation. But in-
between there were dozens, even scores, of smaller course corrections as these
great companies tacked and turned in pursuit of future growth paths. And some
were better than others: Apple, for example, is justly celebrated for making
gigantic, high-risk market leaps (the iPad, iPhone, iTunes), launching products
consumers didn’t even know they wanted. But the company has never been
good at the smaller course corrections. That’s why during the 1980s and 1990s
Apple’s market share in computers fell from 90 percent to less than 10 percent.
Without the genius of Steve Jobs, Apple would likely be gone by now, rather than
being one of the world’s most valuable and admired companies.
Big leaps take great leaders, but timely course corrections just take smart
ones. And when it comes to growth, it is the sum of all those smaller course
corrections and more informed decisions that build upon each other and create
a sustainable business. Establishing a mindset that is highly tuned to how best to
grow your company – based on a strong, repeatable Growth IQ – is critical in
this fast-paced competitive climate.
You don’t need to be frightened by change or discouraged by a growth stall.
Don’t be intimidated by those stories of massive course corrections taken by
giant companies. The chances are you will never face such a threat. Far more
likely, you will encounter short-term, manageable challenges that won’t demand
that you turn your company upside down and enter a whole new business; but
rather, that you identify changes in the market earlier, respond quickly and
confidently with the right growth path in the right combination and sequence.

The moral to this story is, get comfortable with being uncomfortable, because
the only thing that is constant in business is change. The twenty-first century
leader who is managing to survive in the Fourth Industrial Revolution must
become the storyteller of the business, both internally and externally. Inspiring
employees to want to change, engaging customers in new ways to generate
loyalty – creating a culture that is able and willing to become more open to what
lies ahead. Be bold!
About the author

Tiffani Bova (tiffanibova.com) is the growth and innovation evangelist at
Salesforce and the author of Growth IQ. She is a member of the 2019
Thinkers50 Radar.
218
OTHER TITLES BY
THINKERS50 AND THE
BRIGHTLINE INITIATIVE
Strategy@Work
From design to delivery
The first book of this series was a very

successful collaboration and brought together
thought leaders and executives to share their
experiences and practices to bridge the gap
between strategy design and delivery.
Strategy@Work book is also available for

free download at www.brightline.org and
it was translated into Chinese.
The Chief Strategy Officer Playbook

How to Transform Strategies into Great Results
The second book in our series, the Chief

Strategy Officer Playbook showcases a
unique and compelling collection of valuable
experiences, research, insights and
recommendations to help transform strategies
into great results.
Free download at www.brightline.org

INSIGHTS, WISDOM AND BEST PRACTICES TO MAKE
TRANSFORMATION REALITY
“Transformation is not a neat theory, but a human imperative in our

fast-changing times. Transformation has never been more important
and the human side of transformation is now, at long last, being fully
appreciated,” says Ricardo Viana Vargas, executive director of the
Brightline Initiative in his Preface to The Transformation Playbook.
The book – the third in a series by the Brightline Initiative in partnership

with Thinkers50 – brings together some of the world’s leading thinkers
with stories from the transformational frontline.
Among the great transformation journeys recounted in the book are

those of Michelin, Li & Fung, CenturyLink and the Department of
Planning and Development in California’s Santa Clara County.
The contributors to The Transformation Playbook include Tiffani

Bova, Behnam Tabrizi, Mark Esposito and Terence Tse, Isaac Getz,
Roger Martin, and Tony O’Driscoll as well as experts from the Project
Management Institute, Boston Consulting Group, Lee Hecht Harrison,
Insper and the Technical University of Denmark.
www.brightline.org
www.thinkers50.com
Design by www.jebensdesign.co.uk

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THE

THE VERY BEST THINKING AND INSIGHTS

Thinkers50 (thinkers50.com) identifies, ranks Brightline™ is a Project Management Institute

First published in Great Britain 2019

All rights reserved. No part of this publication may be reproduced, stored in

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 1

186 Digital transformation: make people first!

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 5

T he Transformation Playbook is the third in a series of books the Brightline

Ricardo Viana Vargas

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 7

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 9

The human side of digital

Lesson 1: Give the authorship to insiders

interactions with customers in Santa Clara County, they understood that

Lesson 2: Let a three to five-year vision guide the transformation

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 11

Lesson 4: Design employee experience from the inside out

Lesson 5: Bringing Silicon Valley culture inside

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 13

About the authors

An earlier version of this article appeared in Harvard Business Review.

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 15

The fundamental problem

communicating more clearly about the transformation, creating project teams to

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 17

About the author

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 19

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 21

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 23

About the author

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 25

The digital transformer’s

The Digital Transformer’s Dilemma

Set up the right (infra-) structure

Define a digital strategy

Strategy on Strategy on Quantitative success indicator

Why: Companies need to internalize a necessity to act. Businesses –

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 27

How: While it’s indispensable to go through this process, great thinking is

Flexible organization: A digital transformation typically requires

Technology as enabler: Newly emerging technologies, such as artificial

Processual set-up: Compared with traditional approaches on the 1st

Transformational leadership: Reconciling two differing leadership

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 29

“Right-skilled” people: Configuring the right mix of people is the

Culture of change: A fundamental shift towards a modern, change-

About the authors

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 31

The new era of change

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 33

Transformation lifecycle and change journeys

Goals & Baseline & Solution & capability Implementation &

Exhibit 1: Transformation lifecycle and change journey

Employee capacity to absorb change (ECAC) – the next frontier in

BRIGHTLINE INITIATIVE / THINKERS50 / THE TRANSFORMATION PLAYBOOK 35

Stay nimble and flexible in your setup

activities are better executed in business-as-usual units. For example, finance

Winning in the 20s with change management

About the authors