In many ways, the organization is a reflection of the personality of its top leader, or leaders.
Transformation is a leapfrogging change when the final result is not fully defined at the beginning of it and with the expectation to reach the next level of progression. The most difficult topic during transformation is managing uncertainty especially when you change many things: processes, culture, systems, and organization as the whole at the same time. It is a complicated moment for all people in the organization at all levels and at the same time, the business has to operate as usual. If you do not get the organization trained and prepared before, the transformation probability of success decreases fast.
Leadership: In many ways, the organization is a reflection of the personality of its top leader, or leaders: Every organization has a story: a set of beliefs, values, myths, history, and judgments about the inner world of work, and the external environment around them. Many change agents omit this “story-gathering” process before embarking upon change initiatives. Further, many chapters of the story are hidden with its functional units, when an organization becomes sufficiently large to warrant the creation of divisions. Organizations over time, as they grow by necessity, develop silos. Silos are a by-product of the need for functional specialization of knowledge, and in some senses, one could say they are a necessary evil. The neurosis of the siloed organization often has its roots in the inertia, weariness, inability to make a decision or the physical or psychological absence of a leader, which creates a leadership vacuum. Where the situation becomes indicative of an organizational neurosis is when many of the following symptoms begin to appear over time: the hoarding of information, the need for control, the exercise of power over other divisions, the close guarding of “silo secrets”—all of these form the “collective psyche” of the silo, often the reflection of its leadership.
Management: Communication, integration, planning, and training are indispensable when you are on the ride already: Many projects fail because of a lack of preparations and beliefs that suppliers “know” how to make transformation within a specific organization better than the “rider.” They don’t and they cannot do it for the organization. In most projects, the objective, scope and expected results to be implemented, are not properly communicated to all levels of the company and everyone involved in the transformation. Only if you analyze how identities and beliefs of the human beings are impacted by the change and address these changes, provide new identities and adapt behavior to new roles communicating and convincing the human being that this change is an advantage with a positive impact then something new and consistent can develop and scale up seamlessly.
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