A lot of 'future change makers' (maybe you) are now in the workplace. These are the guys and girls who know nothing other than a digital world.

They grew up using technology and its now no different to them as electricity is to all of us.

So when they arrive in the workplace what do you get them doing - most likely what YOU have always been doing!

I've posted this view a number of times, and would reiterate it for context in this blog;

"The changing metrics required to support omni-channel organisations has meant that the traditional Marketing Director role is now outdated, some might say redundant. The need to become deeply embedded in the entire business enterprise operating more as a ‘Chief Change Maker’ has created the requirement for a number of unique skills to sit alongside all business touch points." 

The majority of people who sit at the C-Suite table have probably come through what I would call a 'change maker' journey themselves. Today many of them lead, direct, mentor and assist junior 'change makers'  (future C-Suite's) to assist them in delivering transformational change.

However, due to the dynamic and ever changing nature of the digital landscape most of the C-Suite are now sat some way behind the digital learning curve and rely very heavily on the up and coming 'change makers'. 

If you add into this the lack of constant learning  and awareness of external change by the C-Suite, you end up with iterative innovation and an internalised view of the world, with the company and employees continuing to do what they have always done. 

What is it 'Henry Ford' was supposed to have said?

 'If I asked people what they wanted, the would have wanted a faster horse'.

There's a huge UK plc that's been going through a period of change (no names) and from what I can see this 'change' seems to be led via a cohesive strategy of simply tidying up the store layout and improving signage - is this really innovating the retail landscape?

But, they do have a great reputation for encouraging and promoting early stage 'change makers'.

These early stage changemakers might have the expertise to understand the changing face of the consumer but i'm not sure they have the experience and wisdom to really affect transformational change without a clear strategy and a cohesive brand alignment grounding - something that should be a constant in any business. 

In my experience when the perception of 'transformational change' is all about technology, tools, gadgets and gizmo's, seems to be where most of these projects tend to fail.

We often hear people say 'we got the tools and not a lot changed' - as Tim Hughes often says 'A fool with a tool is still a Fool'.

Any change is driven by 'people', they either act as 'enablers' or blockers, the technology (whilst complex) is merely part of the enablement process.

So when 'Gartner' come out with some very disturbing data that supports the view that the traditional buying funnel has fundamentally changed, and a key driver of that change is 'social media' how do you deliver a 'programmatic' transformative mindset into your business and employees?