About many things.
And we often discover the common themes across disparate topics.
What defines a successful transformation?
It is common for transformation experts to join one of two camps: the die-hard methodologist or the softer approach of the "we-need-to-take-all-people-with-us-on-the journey" enthusiasts. We think this is astonishing. At this point it should be very clear that only the integrated approach of combining sound methodology with managing human realities enables sustainable and successful change. In the end there is a human being behind
each process and every balance sheet number – a person with his or her own goals, expectations and views on life. This person will have his or her own goals, expectations and views on life. If a group of people works for a considerable period of time towards a target without any structure, then success is a product of chance. What kind of manager would trust chance as a method?
What are the challenging changes today and tomorrow?
Today’s greatest challenge is business transformation that really meets the requirements of the new digital order. This is particularly difficult for businesses that have achieved their successes in the "old economy", that have developed and honed their skills and strengths over the years and that employ highly qualified people to meet the market needs and challenges of the past rather than the future. Trends and movements across
industries and value chains based on new technologies tend to disrupt the status quo. Competitors are able to rise up from outside the traditional confines of a particular industry, suddenly appearing in the market out of nowhere. One example of this was seen when classical watch companies suddenly faced fierce competition from computer giants like Apple.
Why do we face repeated problems in complex environments despite using proven management processes?
The nature of complexity is that the behaviours of the entire system are not entirely predictable. Whereas the nature of processes is that they are used to describe repetitive and predictable procedures. To define an efficient process, it is necessary to know the outcome of that process. You thus need to know both the procedure and the result when defining a process. This is why complex environments need more than simply a
management process. They need management structures that, in addition to process, take into account management personalities and other “soft” factors. Without a comprehensive management strategy, the decisiveness and effectiveness of management often falters when faced with a highly complex transformational challenge - and sometimes management efforts can produce more problems than they seek to solve.