|When attempting to establish a unified business transformation effort, many organizations get little yield for the large amounts of money spent... Despite best efforts, new ideas lose momentum the moment they encounter the deeply entrenched Industrial Age mindset that pervades most organizations’ cultures. Instead, business leaders often apply outdated but previously successful tactics and techniques to transformation work only to find that these tactics now have painfully adverse effects. Almost no one is doing business transformation well.
This article, which is the first of a three-part series, will offer clarity on how transformation work differs from the kind of change that leaders have been advocating throughout their careers. It has become increasingly apparent that most leaders, managers, and staff in IT and other business functions lack clarity on what is “transformation,” even though most can recite strategic goals and objectives, and even the vision of their organization’s transformation. Employees work on projects, applying themselves as much as they can, but express frustration when identifying the point of their work.