When you hear the words 'business transformation' do you switch off and think "here we go again, another tech project"? 

The term ‘transformation’ in itself means to make a change and though change is incredibly valuable, there needs to be a concrete understanding as to what the outcome from that change should be.

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

For me it's not the word 'transformation' that I've got issues with, it's not even the word 'digital' albeit that is an irritant. Its' the word 'project' because it tells me it's another flavour of the month widget, gadget or gizmo someone has managed to convince the leadership team that 'will transform your business'. 

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

One of the key reasons that 'transformation' projects tend to fail is due to lack of engagement with the enablers of the company. 

Top down strategic decisions are made without an outcomes based way of measuring delivery value so what happens is a 'burning platform' mentality - in other words throwing the baby out with the bath water syndrome.   

I 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.

 A lot of companies struggle with two apparently unrelated problems: disengaged younger workers and a weak response to changing market conditions. A few companies have tackled both problems at the same time by creating a “shadow board” a group of non-executive employees that works with senior executives on strategic initiatives. 

The purpose? To leverage the younger groups’ insights and to diversify the perspectives that executives are exposed to.

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 board room echo view of the world, with the company and employees continuing to do what they have always done. 

These are the guys and girls who know nothing other than a digital world, they grew up using technology and its no different to them as electricity today is to all of us.  

If you and your company would like to explore how I might help you better understand these changes, along with ideas to help mitigate risk then by all means drop me a DM.