The purpose of accelerating radical change is to make a significant difference in achieving people centricity and high performance.
The purpose of such radical business transformation is to make a significant difference for achieving high performing business results holistically.
Radical understanding: Today’s business problems become over-complex and interdependent, the assumption that there is a single cause to a “problem” in a complex business system is limited. Digital paradigm shift evolves the radical change which needs to deprogram old mindsets and reinvent the new knowledge, concepts, and culture by inspiring independent thinking and critical reasoning. In reality, misunderstanding is the big cause of many human problems due to “VUCA” reality; disconnected mindset, frictions across boundaries, culture inertia, are very obstacles to reach the next level of advanced human society.
The business system is complex and the organization is contextual, behind every problem is a relationship dynamic out of alignment, there are still numerous problems that need to be solved radically. Assumptions and bias are due to lack of deep understanding; fixing the symptom, not the real issue. Without a radical understanding of people, process, and technology, the blind spots and gaps are inevitable. To close blindspots, you have to broaden the thoughts, expand knowledge, look at the wider aspects around problem space; it’s also crucial to deepen your understanding of cause-effect by asking insightful questions, collect, verify feedback information, in order to frame the right problem and solve it in a structural way. The influential leaders with radical understanding demonstrate high-level problem-solving competency.
Radical changes: Change is inevitable, but the success rate of change is very low. Radical change often needs to restructure the root of the organization such as values, beliefs, culture, and objectives, and unfolds into a wider multi-dimensionally systemic business continuum. For radical change with high complexity, it's critical to account for cross-cutting concerns and cross-disciplinary approach. Putting a change puzzle together requires trying different pieces, being flexible and willing to put a piece aside to find another more appropriate piece, being flexible to make radical changes in pursuit of competitive advantage, and defining successful businesses in the future.
In practice, before managers learn to craft a good change strategy, build a solid roadmap, to lead the way from start to end, they cannot enlighten employees on the current “as-is” situation, the future “to be” situation. To inspire radical changes, it’s always important to clarify vision, the current and future mission, the strategy/program/ project on how to get from current to future situation and mission and the value/benefit of "walking the talk" for driving radical changes, improving organizational or societal fluidity and people-centricity.
The gap between incremental and radical is huge both in terms of outcomes if successful and on how to approach it. Radical innovation is out of the box thinking. integrate cross-disciplinary knowledge to come up with great solutions. You need new technologies, new processes, new customers, new knowledge may be a new business model. All that makes them very risky but on the other hand, you will get very great chances and opportunities for achieving high performance results significantly.
As we have moved from the industrial economy to the knowledge economy, now stepping into the hyper-connected and interdependent global economy. The purpose of accelerating radical change is to make a significant difference in achieving people centricity and high performance. Radical transformations are not something everyone can accomplish overnight. Change cannot be just another thing that needs to be accomplished, it has to be woven into mindsets, communication, process, and action of the company in a systematic way; develop the capability to execute it successfully.
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