Abstract
How did your organization handle its last major transformation? You had a
detailed plan, discussed at length – and then what happened? We recently
put that question to 40 senior executives responsible for transforming
organizations in the production, engineering, consulting, and financial service
sectors. Most stories had three parts: The plan, a surprising “but then… ,” and
finally a response to the “post-surprise reality” (or what we may just call “reality”).
The third part is the most important part of any transformation, because this
is where the transformation happens in the organization. We argue that the
success or failure of major transformations depends not on better predictions,
better plans, or better visions. Transformations depend on responding effectively
to what we cannot practically know in advance: surprises.
detailed plan, discussed at length – and then what happened? We recently
put that question to 40 senior executives responsible for transforming
organizations in the production, engineering, consulting, and financial service
sectors. Most stories had three parts: The plan, a surprising “but then… ,” and
finally a response to the “post-surprise reality” (or what we may just call “reality”).
The third part is the most important part of any transformation, because this
is where the transformation happens in the organization. We argue that the
success or failure of major transformations depends not on better predictions,
better plans, or better visions. Transformations depend on responding effectively
to what we cannot practically know in advance: surprises.
| Original language | English |
|---|---|
| Title of host publication | Other titles by thinkers50 and the brightline initiative |
| Publication date | 2019 |
| Pages | 180-184 |
| Publication status | Published - 2019 |