In this series of posts, we have raised some issues that lead to failure in companies’ transformational processes. We started with the importance of leadership and the conviction of leaders, and continued by explaining the clarity of focus and communication of these changes.

In this new post, we will address the Foundational (hygienic) aspects that can affect a transformation process, and the importance of addressing them beforehand.

Not Declaring the Principles of Transformation – Excessive Flexibility in the Absence of Rules for Change

Sometimes, transformation processes begin with great fanfare and expectations within organizations. However, as doubts arise about how to act in certain situations, the leadership team’s reaction is one of hesitation, postponement of decisions, and sometimes course changes. This is read by the organization as a sign of anomie and therefore a risk to the process, halting progress and the power of the process.

This situation often occurs when we have not declared the principles of change – the rules or consequences that stem from the decisions to change. Not declaring them always allows the thought that we can change our minds (so as not to “lose” something), and then the fallacy of the immutability of change occurs: the sensation of loss is more painful, and without “rules,” it is easier not to change than to risk losing something. Defining these principles of change (and rules) is crucial, as it operates similarly to commitments – without a third party (person or committee) acting as a check and balance system to enforce the rules and principles, and with a will and discipline that is malleable, changes do not happen.

This is similar to personal diet and/or exercise programs – apparently, no one can force you to change or maintain your willpower, but if we acknowledge that we are not disciplined enough to stay on track, it is easier to have a “buddy” or friend whom we respect enough to maintain the commitment, or to listen to them committedly when they tell us that we are not respecting the defined rules and principles.

Hygienic Problems Are Not Corrected

One of the challenges in achieving a successful transformation is aligning people’s will with the organization. Often, there are low-complexity actions that, because they are concrete and visible, contribute significantly to this direction.

For example: poorly maintained bathrooms or facilities, which affect the daily work of people in an organization and have not been improved due to time constraints, can be “quick wins” to show through action that this process is serious, and that people are important for its success (and therefore, fixing these facilities is consistent with the message that they matter and that their effort is needed).

In other cases, adjusting people or areas (for example, moving a manager to another area), changing a system or software, or changing an initial metric of a process can also help build momentum so that the change starts off positively, improving people’s commitment and interest in the process.