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Tag Archives: business transformation

All Talent Development Centre posts for Canadian technology contractors relating to business transformation.

The Truth About Transformation

By Dr. Linda L. Miller – President, iMind Transformation

Part 3 of 3 – Are We Transforming Yet?

With the fuller picture of the end transformed state tough to pin down, how does the organization get a bead on whether the efforts made to transform are or are not working? Having ascertained that your work is indeed transformation (the first article in this series), and come to a thumbnail understanding of the depth and nature of your transformation journey (the second article in this series), you are probably hungry for indicators that transformation is in fact taking place.

As the New Millennium Era dawned, most organizations were straddling Industrial Age and Information Age paradigms that have steadily drifted apart over the past 15 years. The irony is that what transformation aims for transcends the Information Age, rather using it as a fulcrum for reshaping the paradigm, culture, etc. to match the New Millennium Age characteristics:

  • Social- and Knowledge-Empowered Consumers
  • Value and Individual Meaning Driven Employees
  • Co-Creation of Products and Services to Meet Needs as They Emerge
  • Everything, All the Time, Along Many Dimensions via Multiple Channels
  • Contribution Valued Above Compensation and ‘Performance’
  • Speed of Adaptation at the Organization, Team and Individual Levels is Mission Critical
  • Processes Favor the Consumer Rather Than the Corporation
  • Cooperative Learning and Personal Fulfillment are Valued Above Material Gain
  • Self-Efficacy of the Consumer and the Employee are the Norm

Well, the great thing about having a set of characteristics of a paradigm to shoot for is that those characteristics can be used to remake the compass that the organization uses to make progress toward its transformation goals.  First, some key points should be kept in mind while transforming:

  1. Create fertile ground for transformation to take root before spending any capital dollars
  2. The most common error is managing transformation as if the organization is a machine – this will burn through money, time, and people in a hurry
  3. You can’t go too far in changing how your people see their work and each other
  4. Shifting from change management to achieving the characteristics of the New Millennium Era paradigm leverages success
  5. Treat the embedded Industrial Age mindset like an addiction
  6. Remember that Industrial Age and Information Age are drifting apart, if your organization is straddling these paradigms, crisis is imminent
  7. Once you land mostly in the Information Age mindset, you still have work to do to get to ‘flux’ New-Millennium Age, continuous transformation mindset
  8. Keep the primary shifts from and to that redefine ‘success’ in your back pocket at all times (the second article in this series)
  9. If it isn’t painful, it’s not transformative; if you’re not breaking down you’re not breaking through

Take the Test: Awe We Transforming?

img-dr-lindaDr. Linda L. Miller (www.imindtransformation.com) is in the business of mobilizing the organization’s wisdom, strengths and resources to adapt to rapid, sweeping and unrelenting change. Her search for methods to humanize the installation of transformative information technology over her 30-year career has led her to practices as a business process engineer, change management professional, and an executive coach. Along the way, Linda earned a doctorate degree in philosophy, and certifications in executive coaching and change management. Linda’s combination of education and experience uniquely qualifies her to advise on the changing emphasis of leadership in an emerging era that demands a shift from Industrial Age command-and-control thinking through Information Age knowledge-enabled ingenuity to New Millennium individualized meaning-centricity.

The Truth About Transformation – Part 2 of 3

By Dr. Linda L. Miller – President, iMind Transformation

Part 2: How Far is it From Here to ‘Transformed’?

The first article in this series talked about how to tell if your initiative is indeed a transformation, or just a regular change.  This article offers insight into the target/transformation paradigm as the goal you’re working for when you transform.

Regardless of how much change management business-side leaders employ, there is a lingering insistence that this work should create or follow a machine-like pathway for change to occur – that is, business-side leaders approach change as if the organization is a machine or assembly line, and when they begin to realize that it isn’t they bring change management specialists to make it that way.  In fact, most modern organizations are like organisms with many inter-related systems and overarching controls and channels for information flow and direction.

img-truth-about-transformation-two

 

The above depiction is not news to most IT leaders. Helping business-side leaders to come to terms with this, is another matter and so I can offer some grounding points for CIOs in their efforts to deal with gaps in understanding and promote a more appropriate way of getting transformative change through.

THE NEW ‘SUCCESS’ MINDSET

Hallmarks of the mindset that is indicative of an organization that is ready to do the work to shift paradigms/lead and manage transformation include:

  1. Knowledge that future success cannot be predicated on the past – at least not for the next 20 years
  2. Understanding that universal, predictable, and very specific qualities and characteristics underpin the transformed state and are the target
  3. Knowing that a tried and true recipe for failure is to approach transformation work as if the organization is a like a machine rather than like an organism
  4. Recognition that Industrial Age paradigms are so deeply embedded that breakdowns and breakthroughs should be pursued and managed as a necessary process of transformation at the organization, team and individual levels
  5. Acceptance that the new paradigm is so foreign that it will take disciplined effort to transform from being like an ‘organism’ that grows and evolves, into a ‘flux’ that is never the same from one day to the next.
  6. Acceptance that in order to save time, money, and the mental, physical, and emotional health of people, preparing the way for transformation work in advance is necessary – and this is accomplished by targeting the paradigm shift in addition to applying classic change management.

So, all of this begs the question ‘How far do we need to go to transform?’  i.e. ascertaining the depth and nature of the journey can be a big help.  Not only does this thumbnail enable some preparation to be made, it adds a degree of predictability amidst the sea of unknowns that typically accompany transformative change.

img_test-is-your-change-transformation-two

 

img-dr-lindaDr. Linda L. Miller (www.imindtransformation.com) is in the business of mobilizing the organization’s wisdom, strengths and resources to adapt to rapid, sweeping and unrelenting change. Her search for methods to humanize the installation of transformative information technology over her 30-year career has led her to practices as a business process engineer, change management professional, and an executive coach. Along the way, Linda earned a doctorate degree in philosophy, and certifications in executive coaching and change management. Linda’s combination of education and experience uniquely qualifies her to advise on the changing emphasis of leadership in an emerging era that demands a shift from Industrial Age command-and-control thinking through Information Age knowledge-enabled ingenuity to New Millennium individualized meaning-centricity.

The Truth About Transformation- Part 1 of 3

By Dr. Linda L. Miller – President, iMind Transformation

This first of three articles on the ‘truths of transformation’ will offer clarity on how transformation work is different than the kind of change that leaders have been driving over their career.  The second article describes why transformation should not be approached the same way as any other kind of project work, and sheds light on a new way of looking at how to achieve transformation objectives. The third article projects your initiative into the future and offers a line of inquiry that helps you discern whether the organization is or is not transforming as you go along.

Part 1: Is It Really Transformation?

Almost no one is doing business transformation well and many organizations look to IT, the CIO, and independent contractors for wisdom on how to innovate and when to duck and weave through the minefield of such radical change.

Despite best efforts of the IT folks I know, the new enlightenments lose integrity the moment they confront the deeply entrenched Industrial Age mindset that pervades or underpins most organizational culture. Instead, and regardless of how different the transformed state is, business-side leaders are reaching for tactics and techniques that used to succeed in the past and are applying these to transformation work, only to find that they have painfully reverse effects.

It’s become increasingly apparent that most leaders, managers, and staff in IT and in other business functions are not entirely clear on what ‘transformation’ is even though most can recite the strategic goals and objectives and even the vision of the transformation.  Folks are working away at projects, applying themselves as much as they can but shrug or express frustration when talking about what the point of the work is.

For the record, here is my definition of what point of most transformation is…

Transformation work is conducted to meet the challenge of an emerging New Millennium business environment or ‘era’.  Meeting the new demands requires the organization to depart along a new trajectory which is very different than the direction it had been going to grow and evolve previously. The New Millennium Era is characterised by a humanistic approach in how business adapts to new and greater consumer intelligence and power, the raising of marketplace minimum entry requirements for technology connectedness, and the necessity for compression of complex systems and processes into simple accessibility. This achievement demands a re-balancing of the development of technical aspects and social aspects to achieve optimum internal collaboration and maximum response; a consideration of the organization as system of interacting, mutually dependent parts, and a reliance on synchronous communication among and between those parts. And, a moving forward at all costs along relationships that are genuinely based in intrinsic motivation and intrinsic wisdom, where work is conducted under dispersed transformational leadership and participative management of innovation to realize business objectives.

This definition might not be that helpful, so I have shaped the primary characteristics of transformation into the test below…

img_test-is-your-change-transformation

img-dr-lindaDr. Linda L. Miller (www.imindtransformation.com) is in the business of mobilizing the organization’s wisdom, strengths and resources to adapt to rapid, sweeping and unrelenting change. Her search for methods to humanize the installation of transformative information technology over her 30-year career has led her to practices as a business process engineer, change management professional, and an executive coach. Along the way, Linda earned a doctorate degree in philosophy, and certifications in executive coaching and change management. Linda’s combination of education and experience uniquely qualifies her to advise on the changing emphasis of leadership in an emerging era that demands a shift from Industrial Age command-and-control thinking through Information Age knowledge-enabled ingenuity to New Millennium individualized meaning-centricity.