Partner | Transformation, Strategy and Organization expert, author and senior executive advisor
Transformation programs have become ubiquitous. Unfortunately, the vast majority of these efforts fail to live up to their transformative potential. Bain research indicates that only 12% of major change programs produce lasting results. It doesn't have to be this way. In the May-June issue of Harvard Business Review, my colleage -- Patrick Litre -- and I share the six features that our research finds separate successful transformations from all the rest. #TransformationsThatWork Harvard Business ReviewPatrick Litre
Thanks for sharing this piece, Michael. Anyone can begin a digital transformation... it takes an aligned and driven team to succeed throughout the process. I especially like the advice to build transformation into the company’s operating rhythm.
Shahram Hazany
2mo
I always appreciate your insights.
I like to think as achieving a strategic vision is a transformative process. Imagine two vectors representing progress towards objectives. The horizontal vector is your current path and the vector heading north east is the path you need to be on to achieve your strategic vision objectives. The task is to design strategies and processes that move on a north eastern vector so that eventually you have changed your entire path. Certain subordinate goals may be achieved when others aren’t (yet). This is where true leadership and focus become critical less one revert to a vector that is headed south east toward the horizontal vector and it’s objectives. It is this easier process that must be avoided, even though it might be appealing because it is easy and new methods do no have to be leaned and followed. To me this is also the transformative process and pitfalls. Some one should ask me abou a transformative process that failed and why— think corporate culture.