Putting People First in Enterprise Transformation
The average number of planned company transformations has increased fivefold since 2016, according to Gartner research. Yet, despite this surge in transformation efforts, few initiatives succeed in both improving performance and sustaining it over time. What's behind this striking failure rate?
The Missing Link: Human Connection
Most transformation programs focus on org charts, reporting lines, and headcount, neglecting the people who drive the organization. This approach views employees as obstacles to be managed, rather than the key to success. While technology and process changes can be relatively easy to implement, they're bound to fail if employees don't adapt their work habits.
Designing for Human Success
To succeed, transformations must be designed with people in mind. This requires identifying the specific behaviors needed for success and creating an environment that encourages those behaviors. Three essential elements must happen simultaneously:
- Mindset shifts to help employees understand why change matters to them personally
- Skill building to provide targeted training for new behaviors
- Environment design to reinforce new behaviors through incentives, workflows, and management signals
Leadership's Critical Role
Transformation programs often assign people-related tasks to HR, but this is a mistake. Culture and behavior change is a leadership responsibility, not an HR program. While HR can design the framework, only CEOs and their leadership teams can drive real change.
Achieving Lasting Change
Organizations that succeed in transforming their human side start with a clear behavioral target and measure progress against it. They also invest heavily in middle management, recognizing that front-line managers are crucial in determining whether new behaviors take root or fade. By prioritizing people in transformation efforts, organizations can achieve lasting change and improved performance.
A Leadership Imperative
If you're leading or sponsoring a transformation, take a close look at your program plan. Evaluate the focus on changing daily behaviors versus technology, process, and governance. To drive real change, design for the person, not just the job title. By doing so, you'll be more likely to achieve the lasting improvements your organization needs to thrive. Ultimately, the success of your transformation depends on your ability to put people at the heart of the change, and that's a challenge worth embracing.
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