Pains of corporate transformation

Pains of corporate transformation

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2 MIN READ

Our notions about corporate or personal transformation are usually very romantic.

If we say 'From a caterpillar to a butterfly', it sounds and feels so good; i.e. from an ugly black caterpillar to a bright colourful butterfly - the symbol of love, fantasy and cheer.

But imagine for a while what happens to the caterpillar as it goes through its metamorphosis; first, it goes blind, then its arms and legs fall off, then it's body splits open and finally those beautiful wings emerge.

Think of the fear and pain it goes through. Then ask the question, "Which caterpillar will sign up for this transformation course, willingly?"

Corporate and personal transformation is no different. The process of transformational change involves a great deal of fear and intense pain.

That is why it is much easier to talk through the transformation process than it is to go through the process.

While people talk about transforming themselves or their company, most of them do not have an understanding of what is necessary - they may have a fair bit of intellectual understanding, but have no clue about the emotional roller coaster that such transformational processes involve.

To manage this transformation process, a person has to not only understand but manage the intellectual and emotional process.

Of the two, the latter is more difficult. This is because the transformational journey is through the 'valley of death'. In different phases, the organisation or an individual will experience different kinds of emotions.

There is an inevitable order of process - though the time taken between processes can vary.

Stage 1: As information about this transformational change filters through, most employees feel energised. They have heard about such things being done in other companies. It is a heady feeling of machismo. This is the complacency stage; i.e. the euphoria of the ignorant!

Stage 2: Then as the benchmarking process begins revealing deep gaps between the company's assumptions about the market, its capabilities and performance in comparison to the other players in the market, this complacency and euphoria give way to rationalisation and denial.

Stage 3: As these layers of rationalisation gradually melt away and the obvious conclusion of mediocrity stares in people's faces, denial gives way to finger pointing.

Stage 4: As deeper analysis shows that the gaps in capabilities are pervasive and deep rooted; i.e. sales is bad, manufacturing is super-bad and that purchase enjoys one of the worst reputations in the market, the outburst from people finally happens.

Stage 5: This is when people finally give in and then give up. The toughest phase to plough through is this. However, this is also the first sight of the end of this horrible tunnel.

Stage 6: This is when we get to see the first glimpses of exploration in new ideas, of curiosity about change and the new and a sense of possibility. People realise that not everything is rotten. People start recognising the good things about the situation.

Stage 7: Curiosity about the future will lead to commitment and the sense of possibility will expand into the excitement of creation.

Gradually you will notice that the butterfly will begin to emerge and then it will learn to fly!

Sanjiv Anand is the managing director and Rajesh Iyer is director at Cedar Management Consulting International.

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