Note: A version of this post originally appeared on hrexecutive.com in March 2022.

When IA was approached about the possibility of contributing a monthly column to HR Executive Magazine, we knew exactly what topic we wanted to focus on – Transformation.

In our work with complex organizations, we are familiar with their challenges in effecting real change.  The evolving nature of work requires a new approach to meet the rapidly changing expectations of workers and customers alike. For many organizations, this means completely rethinking their people strategy, infrastructure, operating model, processes, and governance.

The growth trend for Transformation is accelerating. With C-suite turnover spiking and the Great [Resignation/Migration/Opportunity/Favorite Verb] dominating board conversations, both internal and external “corporate agitators” see opportunities for change everywhere they look. When combined with an expected 36.2 million Americans to be remote by 2025, organizations are feeling the pressure to be much more agile, people-centric, and geographically fluid. And although technology providers continue to innovate their offerings to meet this moment, more options can also lead to more confusion.

The good news is that most organizations recognize the need for transformation. Very few believe they are doing everything perfectly and just need a tweak here and there; instead, nearly all organizations acknowledge they need to take a long, hard look at nearly every aspect of their people, processes, and technology.

The reality is that companies don’t always approach transformation with the right mindset or internal readiness. HR, finance, and IT are often working at maximum capacity, wearing a variety of hats, wrestling with insufficient systems, and managing outdated processes and policies. Although these critical functions want to do better for their internal customers and peers, they just can’t seem to get the time, resources, or attention to do so. This is exacerbated by the misguided belief that transformation is primarily about digitization and technology.

The First Step

Transformation can be a big and scary word in our world, but does it have to be? What does transformation really mean?

This “act, process, or instance of transforming or being transformed” says nothing about revenue, number of employees, geographic footprint, or scope. From an emerging start-up to the most complex global Fortune 100, all organizations must face and embrace transformation.  And for many, clearly articulating the need for transformation can be as confusing as the transformation itself.

Given most organizations have enough burning platforms to activate their internal fire marshals, the first step is to determine and document the catalyst for transformation, and why it’s needed now. Is it that you spend four hours supporting one transactional process that really should only take you ten minutes? Does your onboarding, in fact, never actually onboards a new hire, or takes so long that even candidates who have signed their offer letter are withdrawing? Do you have thirty-six separate technologies, some of which are sunsetting and most of which don’t integrate? Or did the newest C-suite executive finish her 90-day listening tour and just present her findings to the board?

The truth is this – the most important catalyst is the one that is driving your organization. As you prepare to embark on your transformation journey, start by identifying both your problem statement and your WHY. These will serve as the North Star for everything going forward, guiding us when we lose our way and remaining a fixed point in our organizational sky.

Great Expectations

While we will be writing a column which is, by its nature, a one-way communication, we hope to begin a dialogue about transformation within our industry. Even with intentional planning and focus, success is not guaranteed. We have an opportunity to learn from one another and to share our experiences in preparing for, executing, communicating, and maintaining a transformative mindset.

Our goal is to offer a new playbook for transformation. In the coming months, we will focus on key milestones – from the catalysts for change to a bullet-proof business case, and the importance of optimization, prioritization, implementation, and continuous improvement.

We’ll also share the best ways to avoid the need for a widespread transformation at all, which is particularly useful for small and mid-sized organizations. That’s right – transformation avoidance. From a consulting firm.

Welcome to the Upside Down. Stranger things have happened.