Innovative Transformation.

“We can’t become what we need to be by remaining what we are”.

Max de Pree.

Innovative Transformation.

Our approach to Innovative Transformation relies on insiders the people who have the internal knowledge about what works and what doesn’t, Innovative Transformation works best when organization focus first and foremost in the human side and mindsets of the people running the daily operation and to persuade the human natural tendency of yesterday thinking.

Yes the spark to start the Innovative Transformation should come from the CEO or upper leadership.

But when an organization decide to implement a transformation should take into account the human side, the speed at which they want to have results, what kind of innovation transformation they need, what kind of technology is suitable for their business environment, what combination of tools and system is best to design a distinct customer experience, this will ensure alignment as well as fast implementation.

This vision of the future should come from the CEO and be easy to communicate to the equity holders of the organization, stakeholders, employees and customers.

Successful innovation requires and early involvement of c-suite managers, these are the ones with experience and credibility to transmit the sense of urgency to persuade and moves the ground employees to take action.

While a high maturity level of project management and innovation and change are crucial, for this fast implementation we must focus on maximize the communication dialog and debate process. The more open, clear and honest communication the more agile the transformation process.

Prioritize the inputs from the communication and debate with all stakeholders, employees and customers, this feedback is data that will help shape and clarify the organization’s vision even when the upper leadership team have agreed upon what will the Transformation looks like, this data are the bolts and nuts for the implementation process.

While it’s crucial to embrace the communication in the broad sense, this is just the beginning, the real challenge lies on the human side, to bring the people on board to do what they said will do.

Our patient will play a role here we must give time to people to digest the process without letting fade away the sense of urgent need for transformation. We need all hands on and pulling in the same direction, and for that we need patient and clear and easy communication.

Finally people need to see results of this Transformation early on in the process, celebrate the short term wins to demonstrate that the process is working and will work in the long run.

Innovative Transformation is not easy it takes time, huge effort, burnout and brings discontinuity, that is part of the reason why it is so difficult for most of the organization achieve an effective transformation because of our human nature of conformity and complacency, we don’t like discontinuity.

This article is just a glimpse of what it takes to undertake and achieve a successful Innovative Transformation, the process is long and involve and structure approach coming from the upper leadership, but I hope to bring a little more of thinking about the human side of the transformation effort, and just try to make us remember that our organizations are made up of human being, that we move when we trust, we act when we believe, we react when we feel the weight in our backs.

 

Samuel Berroa.