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Effective Transformational Change Must Embrace The Entire Elephant — Not Just Its Part

Elephants-Transformational-Change-117043-edited.jpg

You have likely heard the question, “How do you eat an elephant?” With the answer being, “One bite at a time.” Transformational change is often approached the same way…mistakenly.

Transformational Change from a Content Perspective

From a content perspective, many transformational change efforts can and should be broken down into individual initiatives. Many of these sub-initiatives are developmental and transitional initiatives; others are transformational.

For example, let’s say you are a software company and historically you have been very product-centric. Your technology has been leading edge, and customers buy your stuff because it leads the market in innovation.

Now, competitors are catching up and even surpassing your innovation, and your executives decide the company must become more customer-centric. This new business strategy requires many changes to your organization and culture, which will demand significant change in leader and workforce behavior and mindset.

This requires an enterprise-wide transformational change effort.

But to manage the content changes, your change leaders wisely decide that they can run a bunch of change initiatives, e.g., re-structuring around customer segments, reengineering the sales processes, altering the product design process, implementing new information management technology, including a new CRM platform, delivering customer service training to all customer facing roles, hiring a new marketing firm, and starting a social community around your key products to get customer input and involvement. 

Will all these initiatives, even if well run and integrated, collectively deliver the transformational change?

Almost certainly not.

What is missing?

Facilitate The Mindset of Transformational Change All At Once

In transformational change, you must eat the content elephant one bite at a time, but you must also facilitate the transformation of the whole elephant, in particular, its mindset.

In other words, if you just break the content changes down to their individual parts, e.g., the trunk, tail and ears, you miss the essence of the elephant, the spirit of the enterprise that must transform. You might get the new content installed, but the culture of the organization will not have transformed as you need to bring that new content to life to produce the great results you have envisioned.

Transformational change requires more than simply managing a collective of individual content initiatives. Attention to the spirit and mindset of the elephant – the culture of the organization –  is also most critical, and that must be approached in an integrated, holistic way.

There are many strategies for shifting culture, a key one being managing all those content changes in new culture ways. A few others include:

1) Generating the definition of the new culture and communicating it in highly engaging ways

2) Creating a workforce ambassador network responsible for multi-directional communications with staff

3) Leaders sharing power and decision-making on a daily basis in ways that align to the new culture

4) Cross-boundary collaboration on highly visible projects

5) Staff being engaged in greater transparency about the business

6) Mindset and behavior “breakthrough” training for leaders and the workforce

These types of strategies, which attend to the mindset and spirit of the elephant / enterprise, when run in parallel and integrated with your content initiatives, can successfully deliver the transformational change results you seek.

Have you seen transformational change efforts that miss the mark by reducing the effort to a series of content initiatives without attending to the culture adequately?

How have you been able to keep a focus on the cultural aspects of transformational change?

Dr. Dean Anderson

Dr. Dean Anderson is an international speaker, bestselling author, and strategic advisor to the C-Suite. For forty years, Dr. Anderson has been guiding visionary leaders of America’s Fortune 500 companies, government agencies and global non-profit organizations to transform themselves and their organizations to Achieve Breakthrough in business results, culture, leadership, and executive team performance. Dean is the co-founder of Being First, one of America’s most innovative transformational consulting firms, and a co-creator of Conscious Change Leadership, an advanced Body of Work that integrates personal and organizational transformation. Dean received an honorary doctoral degree from Brandman University for this pioneering work. Dean co-authored two cutting edge books that have become classics in the field of organizational transformation: Beyond Change Management: How to Achieve Breakthrough Results through Conscious Change Leadership, and The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation. He and his co-author, Dr. Linda Ackerman Anderson, have published over 50 articles on human performance and organizational change, and are the co-developers of The Change Leader’s Roadmap Methodology.

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