last week I had the opportunity to participate as a panelist, the presentation of Andy Stefanovich in Colombia. His lecture, very interesting indeed, encourages attendees to change through a compilation of stories relating to your life. It is not the first time that I see this style of presentation. On the contrary, it seems that the format is becoming popular quickly.
when you talk about digital transformation, the management of ‘change’ is transcendental. By definition, the transformation involves change. The problem is that most people accept the need for change, provided it happens only to others. The phenomenon has given place to the multiplication of the practices of change management consulting. Not only, is a perception his is true that have filled us with “experts”, in fact charlatans, consultants who promise to handle change management through methodologies which, I think, border on the ridiculous .
to sustain itself, the organizations have to constantly reinvent itself
for all it is clear that the management of change is a necessity. To become sustainable in time, organizations have to manage constant cycles of reinvention of its business model. I.e., the constant is change. Through my career I’ve had to lead initiatives that have to change as its central axis. I am not, nor consider myself, an expert instead. I have usually supported me in third. I can say that my experience has been learning. Change does not happen through dances of the kumbaya, mediocre skills and pamphlets with inspirational phrases.
only a few days ago wrote that there are only a few tangible examples of digital transformation successful . Even, in my next column I dared to sustain my perspective on which consider the 3 main reasons why a digital transformation fails. Today I would like to take the opposite road. What can you do to consolidate a successful transformation?
skills to manage change
is clear that there is a unique and perfect recipe. Meet increasing recurrence, a common pattern in serious and successful change management: to achieve change, business leaders need to develop a new kind of capabilities.
“The future is a formless void,
to blank space waiting to be filled.”
And then to Torchbearer envisions a new possibility.
That vision is your dream, your calling,
and it burns like a fire in your belly.
But you can’t create the future alone.
You need Travelers to come along.
yet the path through the unknown is dark and unclear.
You have to illuminate the path for travelers.
Torchbearers communicate in a way that conquers fear and inspires hope.
Some say being a torchbearer is a burden.
Some say it’s a blessing.
“Either way, those who light the path
are the ones who change the world.”
taken from: Nancy Duarte. “Illuminate: Ignite Change Through Speeches, Stories, Ceremonies and Symbols.”
the critical factor is to communicate the purpose of the change with absolute clarity. Today, more than ever, this is achieved through a combination of stories and speeches, counted at the right time. Communication is reinforced with ceremonies and symbols to make it memorable. The road, however, follows a known pattern. The initial idea, moves on to the euphoria. Then comes the call to the reality of the obstacles. If change can survive them, he finally manages to consolidate.
curve, with highs and lows, is very similar to the hype cycle of Gartner, a concept which we have already discussed in the past on some items of TECHcetera . Leaders, must successfully manage the cycle. If they can keep you hooked to your audience, as do the great film directors, the change becomes a logical consequence of the common purpose. If they fail in their purpose, they are doomed to suffer from the evil that suffers most; to realize that a toxic organizational culture, kill everything.