We often mention and refer to the term 'Change Maker' within companies. More often than not these are the 'go to' people that the board select to drive through key initiatives.
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metrics required to support omni-channel organisations has meant that the traditional Marketing Director role is now outdated, some might say redundant.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."
So it was quite interesting to read a recent article (link below) on what is now being considered a key role for some big businesses who are facing some huge 'transformational' challenges. It seems they're looking to appoint a 'Chief Transformation Officer' (CTO) which, by the way isn't to be confused with the existing CTO role (Chief Technology Officer) both becoming key members of the 'C-Suite'.
To be fair, the majority of people who sit at the C-Suite table have probably come through a 'change maker' journey themselves, and now they lead, direct, mentor and assist junior 'change makers' (future C-Suite's) to assist them in delivering transformational change, but 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 from 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'.
A lot of these 'future change makers' (maybe you) are now in the workplace, they have had to carry the badge of 'Millenial' for some time.
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 work place what do you get them doing, most likely what YOU have always been doing!
The article reads; While such positions are not entirely new, digital transformation leadership positions are growing due to the acceleration of digital disruption across all industries. According to DBT Center research, more than 75 percent of executives now believe that the impact of disruption on their industries is major or transformative, compared to only 27 percent in 2015. Our data shows that the pace of digital disruption is rapidly accelerating and executives are feeling its impact more acutely.
In my experience the perception of 'transformational change' is all about technology, tools, gadgets and gizmo's, which is 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.
If you are regular reader of my blogs you will already know that here at DLA Ignite we are active practitoners of 'Social Selling', in fact our CEO Tim Hughes is No 1 in this space as recognised by his peers, he's even managed to get a book or two on the subject published.
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?
At DLA Ignite we specialise in helping companies and the internal 'Change Makers' deliver on the 'Social Media' strategic points, and I'm pretty sure we can help you as well.
We have a tried and tested methodology, we hold you and your colleagues hand throughout, ensuring we not only 'teach' you what to do, we also make sure its firmly embedded into your firms DNA.
We don't do retainers, we are not an agency that creates and produces copy/content or sells ads for you.
We are active 'practitioners' of what we do, we already know and can evidence the ROI of a robust and internally aligned 'Social' strategy.
Part of that evidence it that you are reading this blog, just like many others - including your competitor!
We also don't do outbound pushy, salesy marketing, so if you would like to explore more, please contact the author of this blog.
If the CTO role is strongly supported by the highest levels of business and vested with the responsibility to mobilize organizational resources and enable connections, we believe the CTO can be instrumental in driving fundamental transformational change.