The reality of the transformation

Many executives consider transformation as something fundamental to undertake with the highest priority. To drive this process, executives wonder where to start, how to deploy this change process in people, or what type of technology to use—in short, numerous questions without clear answers. We know that we are embarking on an inevitable path of transformation whose end and duration are unknown. It may likely never end.

We are aware that finding companies where this process has been straightforward, with low costs and negligible wear and tear, is not easy. But even with all that, executives tell us they don't regret accelerating it. Their commitment to improvement has placed them on the path, hoping to be one of those successful companies. They believe it was worth it.

"More than 85% of executives tell us that the transformation process is very painful. Over 95% mention that they wouldn't start again, although they admit there are things they would change. They also don't know if those changes would work, and they feel alarmed when having to make many decisions in isolation."

Keys to Successful Transformation: From Uncertainty to Resilience

The reality is that transforming is not easy. Achieving the desired value within the desired timeframe is challenging. Fortunately, there are keys that companies can use to overcome these issues. It is necessary to identify where and how to focus efforts to increase the chances of success.

"The key to successful transformation is embracing the discomfort and uncertainty that comes with breaking away from the familiar."

It's easy to say, but to know where to start, one must be honest and humble, recognize one's mistakes, acknowledge limitations, and even admit that others may do it better than us. However, to be consistent and future-oriented, as Simon Sinek says, it all begins with the "why." The "why" guides us in the transformation process. The second key element is the "who"; it is essential to define a small team of change ambassadors (stars), individuals with vision and ambition who will drive the mindset change. All of this should help explain to employees how their daily work will change, what new skills they need to develop, the specific activities to focus on or abandon, how their performance will be evaluated, and how to invest their time wisely and prioritize.

Let's invest time in selecting the team of "stars"; it is an extraordinary and important step for future success. Let's not fall into the mistake of equating "star" with a manager.

"Transformation is not for the faint-hearted, the short-sighted, the hierarchical, or those who love control."

To articulate this process, we must make time for reflection, something that doesn't typically happen in organizations. Often, we move quickly, like ants, swift but directionless and without any compass. We are obligated to develop a concrete and precise action plan that impacts behaviors and formulate specific communication about the arguments in favor of change. It's not about convincing or influencing; it's about stating clearly, simply, and practically what is needed to avoid becoming a dinosaur in the extinction phase.

This approach allows employees to contribute to problem identification and solution design at a granular level, based on real-world experience, and thus, has a much higher chance of success. To achieve practicality in actions and garner support, never stop asking, asking, and asking, give them the opportunity to respond, and let them act.

Often, lack of time prevents us from asking, and even less from listening and allowing others to act and propose.

"If we are not resilient, this process is not for us; we must learn to rise from the deepest, darkest moments. But if we do, the best transformation will follow."

The challenge is to provide certainty in many moments of uncertainty and to embrace moments of solitude to minimize vertigo.

Now, the next step is yours; drive change with realism but with the confidence of success.