Power and Transformation: How Far Can We Go?

Business transformation is a complex and challenging process. On one hand, it involves the need for changes in structures, processes, and tools designed to improve the functioning of the company; on the other hand, it is a power play where not all players have the same goals and motivations. What shapes the dynamics of power in transformation processes?

Transformational Managers vs. Operational Managers – Different Worlds, Different Goals

One of the main sources of tension in transformational processes is the difference in approach between transformational and operational managers. Operational managers are inherently pragmatic, focused on current results, efficiency, and controlling daily operations. In their world, maintaining the status quo, ensuring stability, and avoiding risk are crucial. They operate within existing structures and procedures, which guarantees a certain predictability but also makes it difficult to implement radical changes.

Strategist vs. Tactician

A transformational leader embodies the role of a strategist. They view failures as part of a larger picture, recognizing that challenges are opportunities for growth and innovation. Instead of reacting impulsively to immediate problems, they analyze the broader situation and formulate plans focused on long-term success. Transformational leaders prioritize sustainable development, guiding their teams towards a shared vision that transcends daily operations.

For example, when they encounter a failure in a project, a transformational leader does not limit themselves to a quick fix. They investigate what went wrong, learn from the experience, and adjust their approach to avoid similar issues in the future. This forward-thinking mindset is crucial for building an adaptive organizational culture that thrives in the face of change.

In contrast, operational managers typically assume the role of a tactician. They focus on short-term goals, striving for quick successes and resolving difficulties as fast as possible. Their approach often means that immediate results take precedence over long-term stability. While such an approach can yield quick wins, it can also lead to neglecting fundamental issues that might affect future success.

For example, when faced with a serious operational challenge, an operational manager might implement temporary solutions to alleviate current pressure. However, this reactive approach can lead to a cycle of recurring problems, ultimately negatively impacting the overall efficiency of the organization and its strategic objectives.

Searching for the "Holy Grail" in Tools and Methodologies

Another common mistake in transformation processes is the belief that there is some magic tool or methodology that will solve all of the organization's problems. Over 20,000 different books have been written on management tools and methods. Nevertheless, there is no solution that can protect organizations from irregularities and support the recovery process of the company.

I often encounter clients who invest enormous sums in new programs, solutions, and specialists, only to find that these tools remain unused and the specialists are sidelined. Frequently, after mapping processes and lengthy workshop sessions, companies decide to purchase expensive solutions that, despite proper implementation, cease to meet the organization’s needs. In practice, it is not the tools that are the key to success, but the people who can use them effectively.

The source of true transformation is people and their engagement. Even the best tools and technologies will not work if employees are not ready for change or if leaders cannot motivate them appropriately. It is the human element—motivation, engagement, willingness to learn, and openness to change—that is crucial for the success of any transformation. Without people’s engagement, no change will yield the expected results. Engagement is critical, especially for middle and upper management, who often, due to their positions, act as tacticians and only superficially support transformation processes. Why?

Power More Important Than Change – Delaying Processes Out of Fear of Losing Position

Unfortunately, one of the key problems delaying transformation is managers’ fear of losing power. Transformations often involve restructuring, changing roles and responsibilities, which places managers in uncertain situations. For many leaders, losing control over their previous areas of operation is unacceptable, even if the changes are logical and would benefit the entire organization. Even when we superficially see dedication to the organization’s needs, it is often just an appearance. Loyalty to one’s position in the organizational hierarchy often becomes stronger than the logic of change. In such situations, transformation processes are sabotaged—overtly or covertly—by those who fear their positions may be threatened. Instead of promoting change, they focus on maintaining the status quo, even at the cost of delaying or blocking transformation.

"Cleaning Up the World" – Leveraging Employee Knowledge and Experience

One of the most important, yet often underestimated, aspects of effective transformation is the engagement of employees at all levels of the organization. Employees who perform their tasks daily have the best insight into what is not working in their environment, what needs improvement, and what could be changed to make the organization function more efficiently. In transformation processes, this valuable operational knowledge is often overlooked as solutions are sought “from above”—in tools, methodologies, or external experts. Meanwhile, it is enough to skillfully utilize employees’ experience to identify key areas requiring change.

Implementing change in an organization can resemble “cleaning the world”—everyone sees what needs to be cleaned, but there is often a lack of impetus to organize this work systematically. Employees are aware of inefficiencies; they know which processes are overly complicated or which tools are not fulfilling their functions. The key to success is creating an open environment where opinions and ideas are heard and utilized.

There is no one universal method that will guarantee success in every organization, as each company is different and has its unique culture, people, and challenges. Instead of focusing solely on finding the “golden mean” in the form of external tools, methodologies, or high-end specialists, transformation should be based on effective elimination of pretenders, managing change, and managing employees in transformation processes. This process involves not only introducing new technologies but, more importantly, effectively managing change, which means building trust, motivating people to cooperate, and working together towards change. It is this skillful management of knowledge and experience that makes change not only more effective but also more sustainable.

Summary

Power in transformation processes is a complex and nuanced topic. The conflict between operational and transformational managers, the search for ideal tools and methodologies, and the fear of losing position are key elements that shape the dynamics of every transformation. It is worth remembering that despite the available tools and technologies, people are the most important factor for success—their engagement, motivation, and openness to change. Without this, no transformation will yield the expected results.

Copyright, 2023