Other transformations are available

I sat down today intending to write about my experience of tiny upgrades to huge global bleeding-edge transformations, planning to talk about how they’re all basically the same. Size, in this case, is not important, I thought. But after 15 minutes it became glaringly obvious that this isn’t in fact true.

It dawned on me that the operating principles are exactly the same – e.g. robust governance, huge and careful attention given to communications, time spent on truly engaging leadership sponsors – all that stands the test. But…

….Every single transformation has different points of emphasis. Each has a different context, specific challenges and needs a particular tone of voice.  I’ve realised it will therefore be more helpful to share what I do to establish what’s different every time. Therefore, here are six opening questions to ask at the start of any transformation:

1.    What will success look like?  This is the question to ask of everyone you meet. Obviously, you’ll make sure the sponsor answers this, but don’t forget to ask every end-user you encounter, too.

2.     How would you describe your previous change initiatives from the five words and phrases offered below?

 ·       Top down

·      Refreshing

·      Collaborative

·      Chaos

·      Evolutionary

Respondents are only allowed to select one word or phrase – and the choice is deliberately not “either/or”. This will give you the tone of how they feel about previous experiences of change.

3.    Within your C-suite colleagues, what percentage would you say quantifies overall buy-in to this programme?  Where within the C-suite are the lower levels of buy-in? These questions give you a starting point for your engagement campaign.

4.    Characterise the appetite for risk in a) your CEO and b) the rest of your C-suite. When you have the answer, you can choose to view it as a constraint; or instead, a primary strand of your communication campaign.

5.    How did the organisation set the time-frame/deadline for the completion of this change?  Surprisingly arbitrary timelines are often set – so it’s best to check early on just how real and reasonable to window is.

 6.     Is this the only significant change programme we will be running in the assumed time period – or will we have any other major initiatives ongoing? “Other” includes, for example, mergers/acquisitions or other C-suite led initiatives such as culture change programmes. A complex suite of changes happening simultaneously is not impossible – but meticulous co-ordination, especially of communications, will be essential.  

Of course, there are quite a few more than six questions to ask. I chose these from my list because not one of them mentions IT at all. If you’re at the start of the programme, you’re nowhere near talking tech just yet!