It's clear that securing business transformation change leadership is a challenge. We recently compiled some of the key strategies and tactics for transformation change leadership in a complimentary eBook, and we were quite literally stunned by the level of response.
Transformation change is on the top of the agenda for many executives. Healthcare, IT, and Pharma are just a few examples of industries where transformational change is widespread. But what is clear from the response to the eBook, entitled Meeting the Challenge of Transformation Change: Do You Have the Transformation Change Leadership to Cross the Abyss, is that leaders are not fully prepared for what actions will be needed by them as the sponsors of transformation change.
The eBook describes three important lessons about transformational change:
1. Transformational change can't be done incrementally; you can't make the leap across the abyss in two jumps
2. Transformational change can't be made totally safe. It requires a "leap of faith" from the transformation change leadership team
3. Transformational change means you can't go back. Once you cross the abyss, you can't change your mind and go back to the old ways
30-50% of the success of the transformational change agenda depends on the ability of sponsors, the transformational change leadership, to consistently express, model, and reinforce their personal commitment to the change. Yet many transformational change efforts don't have explicit reinforcement strategies, and reinforcement is the "power lever" for accelerating transformational change.
Too often, the transformational change initiatives are a high priority from a strategy-development perspective, but the focus is not maintained for the resource-intensive implementation of the transformational change. Unless the transformational change leadership individually and collectively demonstrate that the transformation is a top-priority, the transformational changes are likely to stall out or fail.
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