But it doesn’t need to be this way.
Yes, it can and should feel challenging at times. After all, moving an organisation from where they are today to a desired future state can be complex and difficult. But, there are steps you can take to make this a successful, and dare we say an enjoyable, endeavour.
So how might you make transformation enjoyable whilst delivering sustainable change?
We asked our team of expert transformation coaches for their experience, learnings and insights from leading transformation projects with our clients on the frontline.
Here are our top tips for transformation:
Transforming organisations is, in its very nature, systems change. Everything is connected. You’re altering the goals of an organisation, experimenting with new patterns of operating and forming new relationships and connections to shape a better, more desirable outcome - all at the same time. Most importantly, you’re changing the patterns people are used to.
So, we need to think about the system as a whole AND at a detailed level, zooming in and out, throughout the process to understand the organisational at both macro and micro level.
We work with our clients to look at the mental models, underlying structures, patterns and trends that make up the DNA of their organisation. We delve deep to understand the origin of the problems and barriers that exist today, but also zoom out to understand where the opportunities are for the most impact.
Below is the iceberg model – a systems thinking tool that reveals how surface-level events connect to broader systems. Using illness as an example, it shows how looking at patterns, structures, and mental models can help you see the wider context of an event.
This, however, doesn't mean you need to start with systems-wide change. Once you have a deep understanding of the organisation, start small, experiment and iterate with small pockets so you can test your hypothesis before deciding what to scale.
Transformational change starts with, and is nurtured by, your people. But what's the best way to do this?
Involve the people in your organisation on the transformation journey. Understand their needs, desires or problems that exist today by gathering rich insights from across the organisation. By deeply understanding your employees' perspectives, and experimenting and building solutions with them, you can create what we call 'change catalysts'. These people can drive the change you're trying to make forward, championing its cause.
We love the analogy from the Berkana institute on pioneering a new paradigm. Their '2 Loop' Theory of Change references an old system as dying and the emergent system as living with the need for a hospice period. This is such an innately human and relatable way to think about transformation that helps us empathise with those transitioning to the new system.
Imagine what it’s like to be an employee in the transition. Many will fear and, by instinct, oppose change, so we need to ensure we’re empathetic and provide the right support so the transition is as frictionless as possible. Luckily, we can design for that.
It’s easy to stay at a theoretical level when seeking to transform an organisation. We often see clients discuss the desired outcomes, future vision or paradigm shifts at length – but the real learnings come from taking action.
People are complex beings and, although you can try to predict how a new model, process or behaviour may show up across your organisation, it’s far better to actually experiment in order to test and learn.
This is why we help our clients build a culture of experimentation, so they can learn quickly and fail fast by designing and testing hypotheses. These learnings are critical to helping organisations create successful solutions and strategies whilst de-risking their transformation journey along the way.
Measurement and metrics are a crucial part of innovation and transformation – but we need to make sure we’re measuring the right things at the right time. One common pitfall we see with our clients is trying to measure the impact of transformation projects too early. Of course, we need to ensure we’re delivering on actionable project goals and KPIs in the short term. However, transforming mindsets, behaviours, relationships and operating patterns takes time. Which often goes against our desire for instant gratification.
It’s rare that transformation goes completely as planned. There are numerous internal and external factors that impact our organisations, meaning we’re always in flux. This is why organisations need to build a culture of agile experimentation – to help teams learn quickly and make changes along the way.
An agile approach to the implementation of the system itself is also beneficial, because observing and adapting new systems to how people respond can also make them stick.
When going through organisational transformation, it is important to bear in mind that change can be complex with many working parts. The complexity is easier to manage when you have the right team supporting the process. At &us we believe every part is important and should be fully considered when building the structure to house and embed the transformation results that will emerge.
As always, the &us team are on hand to answer any questions you may have and would love to talk about taking the first step on your transformation journey.