Leading a transformation is a specific leadership skill. We define it as:
By definition, a transformation, requires a major change effort. This is mostly the consequence of a change in strategy.
Once the strategic direction is defined, we support CEOs and senior leaders in architecting change.
This involves translating the new strategy in to organizational and leadership implications. Perhaps a change in culture, structure, processes, skills or mindsets.
We build transformation roadmaps and we guide leaders through the changes over time, offering advice and support on the strategic leadership and organizational issues, while others implement operational and process changes.
In addition to architecting big change, we also support the creation of new organization models. See Organization Design.
The strategic story is the heart and soul of any change. What is the vision? What is the end-state? How is the strategy changing, and what is not changing?
Authoring this strategic story is fundamental to any change. It inspires action.
To be most effective, it should follow the principles of good storytelling (a protagonist, an inciting incident, a call to action, a dreadful alternative, a conflict, an antagonist, the quest, and so on).