Random acts of transformation
Transformation was never the goal.
Hi, it’s Brian.
It’s been over a decade since the term “Digital Transformation” was first used. Transformation has since ballooned into an umbrella term that’s lost most of its meaning. I know this firsthand, as I published Autonomous Transformation (Wiley) in August 2023 and have researched, keynoted, and had panel, fireside, and coffee conversations ad nauseum about “transformation.”
Today’s article is about the assumptions and bad choices we make when we commit “random acts of transformation.” If you want to be someone who creates meaningful change, this is for you.
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What are we, if not in the business of transformation?
Digital Transformation. Autonomous Transformation. Transformational leadership.
“Give me something, and I’ll transform it” we say. Transform teams, transform companies, transform industries, transform markets. Transform, transform, transform.
We are at the peak of inflated expectations for transformation, and the cracks are starting to show. Whether you’ve thought this before or this is a new idea to you, read on to learn how you can avoid committing random acts of transformation.
1. Digital Transformation is not innovation anymore
The term “Digital Transformation” was coined in 2014, as organizations around the world were exploring investments in the cloud and building “Digital Native” products and services.
In the ensuing decade, it’s become the mantra for pundits, the theme for events, the basis of job titles—it’s hard to spend a single hour on the internet without seeing the phrase “Digital Transformation,” let alone walk a conference expo floor.
According to Merriam-Webster, innovation has two definitions:
Innovation
1 : a new idea, method, or device
2 : the introduction of something new
Digital Transformation no longer fits into either definition. It fits much more neatly into the definition of
Semantic Satiation
1 : a psychological phenomenon in which repetition causes a word or phrase to temporarily lose meaning for the listener, who then perceives the speech as repeated meaningless sounds.
Going from analog to digital is conventional now. It’s still valuable, but it simply isn’t innovation anymore.
2. Transformation is not the goal
To transform is to change in composition or structure. Organizations commit random acts of transformation when transformation becomes the goal rather than the process.
When digital transformation becomes the goal, the work of developing a vision and strategy for what the organization will transform into becomes unimportant or is even considered a distraction from the tactical work that needs to be done.
When people try to dissect failed digital transformation initiatives, the natural instinct for many is to look for failures of the team, the technology, the process, or internal politics. More often than not, digital transformation became the goal, with an improvement in performance or reduction in cost as the justification. Unfortunately, this is has never and will never work as a key for unlocking systems change.
3. Most things don’t need to be transformed
When we pick up the digital transformation or AI hammer and start looking for a nail, we’re all but guaranteed to commit a random act of transformation.
I once watched helplessly as a group of leaders decided to invest nearly $10 million transforming something no one asked to be transformed or even “fixed.” It was a nail head and they wanted to swing their transformation-budget-hammer.
In parallel, one of the largest manufacturers in the United States was struggling with retention in their plants. Their IT department was convinced that if they launched a multimillion-dollar connected-worker program, retention would increase.
They asked workers why they were quitting: “Because I don’t know who to ask when I get stuck or what to do next.”
The solution?
Different colored shirts for managers.
Retention saw a record increase—from below industry averages to above.
Total budget? A few hundred dollars per plant.
Before you think through all the ways you can apply AI in your organization, start with understanding the goal and/or the need. You can almost always find a way AI or digital transformation could hypothetically help, but in many, many cases, you can address the issue without spending millions on technology.
4. Use cases are the base unit of random acts of transformation
Engineering teams need use cases when engineering a product to ensure the product has real-world applicability, which is why use cases have become so pervasive in discussions about technology.
But starting with use cases is like starting the build of a cathedral with a door. Then adding a wall. Perhaps a window?
👆🏼 Random acts of transformation.
The organizations who are seeing real results are first setting down ALL tools (including AI), defining what they want to achieve, then working backwards to determine the best path to their ambitions.
5. How to create intentional acts of transformation
All of the pitfalls mentioned above are related to people making sincere attempts to create value and make the world a better place.
If you are one of those people and you are interested in a more direct path to creating value and making the world a better place, here’s where to start:
Treat transformation as the means to an end, not the end itself, and set it aside as a goal or outcome.
Choose what value or future you want to create
Solve for that future by asking “What would have to be true to make this future inevitable?”
Write down everything you can think of
Call a meeting with others you trust and who have authority and influence to help you create that future
Show them what you’ve come up with and invite them to join you, sharpen your thinking, and align resources
Let me know how it goes.
Thanks for reading,
Brian
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