What engineering is needed to initiate a transformation process?

Transforming an organisation needs preparation and considerable attention to detail. In this engineering effort, several principles seem essential to initiate transformation.

CHARACTERISE THE CHALLENGES OF THE TRANSFORMATION REQUIRED TO BREAK FREE OF A “NORMATIVE” APPROACH.

This is a prerequisite to start up the engineering process and build an approach integrating the specific features of the context. The focus here is on the ontological dimension, i.e. “what needs to change”.

Specify the purpose of the change and its complexity: “What are we talking about?” (products, services, functions, tools, business models, etc.); global/local; radical vs. incremental; dimensions (technologies, competences, organisation, etc.).
Define the criticality of the change for the company: risks (financial, operational, reputational, etc.); competitiveness; attitude (proactive vs. reactive), etc.

ESTABLISH THE PRINCIPLE OF AN AMBIDEXTROUS ORGANISATION: “WHILE WORK IS IN PROGRESS, SALES CONTINUE.”

Freeing up resources and competences lends credibility to the transformation and sends a signal to employees that furthers their engagement. It is also an opportunity to shape an organisation that learns. For employees and managers, it means developing their reflexivity and creating the necessary dialogue within the company to overcome the resistance and conflicts inherent to the transformation process.

INVEST IN THE DEVELOPMENT OF EMPLOYEE COMPETENCES.

Whether it involves integrating new technologies like artificial intelligence or developing new sustainable practices, change is cognitive, at the risk of falling under the spell of management trends. The aim is to develop employees’ critical thinking in order to establish solid convictions (as opposed to beliefs), define the changes needed and assess the complexity involved.

DEVELOP NEW HR TOOLS/PRACTICES/POLICIES.

Employee support and the HR department are becoming strategic factors in managing transformation. Transformation processes should not be viewed as intimidating, but as professional opportunities for employees. With change becoming permanent, many industries are learning that they need to engage in innovative projects within their areas of expertise and their professional environments.

INCORPORATE TRANSFORMATION INTO GOVERNANCE.

While attention needs to be focused on the object of change, its positioning within the organisation is critical. The challenge for governance is to put issues concerning transformation on the corporate agenda and face up to reality. The aim of creating a transformation office for large-scale transformations is to ensure that the issues raised by the various projects are incorporated into everyday life so that decisions are not postponed.