Video playlist: flavours of failure

Priya: Making large-scale transformation happen is difficult, and that's okay. Often it feels hard because one or more of the ingredients is missing. That might be something that's missing right from the start, or something you've lost sight of as you've been on your journey, and that can manifest in different ways. We're going to talk about how it feels when one of those ingredients is missing.  

Tom: You want to set the transformation ambition from the outset, and communicate that in a clear and concise way. However, if you haven't done enough work on your ambition and objectives, people will be confused about what it is you're trying to change and why. You need a central vision that acts as a North Star to anchor your transformation and the team or else they won't understand what success is or when you've got there. This will lead to wasted effort, people pulling in the wrong direction or multiple initiatives that overlap.  

Priya: This is not only taxing for the transformation team but can be exhausting for leaders too. And this will trickle down to wider stakeholders. If you can't articulate the value of this transformation to your shareholders, your customers and your employees, it's difficult to make fundamental decisions around what the transformation needs to be and to whom. 

Tom: This is often the hardest nut to crack in delivering successful transformation and it needs hard work at the start, the middle and the end of your journey. And if you haven't invested enough time in this, it means there's no pull from the organisation; you're having to push transformation onto everyone. That breeds resistance and, in some cases, resentment. 
 
Priya: Executive teams have busy agendas to deliver on, so getting them on board with the transformation can be difficult. Sometimes you may have superficial agreement, followed by people going off and continuing their own agendas. In more extreme cases, you can have real subversion with people openly undermining the transformation. You need to recognise leaders' motivations, both as individuals and as a collective, and use that to build leadership and commitment. Everyone can and should be an influencer of change. 

Tom: Too many organisations embark on a transformation with an over-optimistic view of what it takes. They don't correctly assess if they have those skills and experiences within their organisation. And you may end up with staff trying to deliver complex change who've never done it before. Or team members may take it on as a side project alongside their day job, but they don't have the right time, motivation or performance incentives. That means slow progress and that breeds frustration. 
 
Priya: People then question the validity of the transformation, and they think that the goal was wrong, when actually the real issue is lack of skills and capacity. A way to address this could be to invest in external skills and experience, but this can make you over-dependent on third parties, which can have far-reaching consequences long after the programme is over. So it's worth being mindful that you still need an internal team with the right experience to manage external suppliers well. 

Tom: If you're embarking on a big transformation programme, you have choices to make about your delivery approach. It's best to be thinking about these choices before you start building a large team. The best transformation programmes bend and adapt with the fact that things change as you go. As time passes and pressure grows, some transformations lose sight of the right delivery approach. Some grow beyond control and the worst examples descend into chaos. 
 
Priya: What this can feel like is a lack of clarity over roles and responsibilities, disorganised governance, constantly changing plans or frequent surprises. How often have you seen a situation where everything is on track for 10 weeks and then suddenly the status is red? Now, normally this isn't because a big external factor has appeared out of the blue. It's more likely to be because the delivery approach has been mismanaged all along. 
 
Tom: At some point you may lose focus on one or more of the areas we've talked about, and you may face some real challenges or even failures. But don't worry, it's common, and that's part of the journey. The key thing is to recognise where you may have gone wrong as early as possible and take steps to get back on track. I know that's easier said than done, but consider creating a culture that isn't afraid of failure. This will foster an environment of continuous learning and improvement, which will be beneficial to your organisation long beyond the transformation programme.