Let’s face it: the once-standard ‘unfreeze, change, refreeze’ model has lost its edge. With a third of large corporations in a constant state of flux, insisting on a rigid framework is like using a roadmap in the era of GPS. It’s clear we need a shift towards ongoing, continuous transformation. Here’s how they do it:
A paradigm shift from temporary change to perpetual transformation is essential. State Farm’s transformation showcases how continuous agility can redefine an organisation. They invested in upgrading their technological infrastructure and reshaping their business processes, enabling them to adapt swiftly to market changes. This approach not only enhanced customer satisfaction but also improved operational efficiency, contributing to a significant increase in their net worth from € 93 billion in 2018 to nearly € 125 billion by 2023.
Setting visionary goals can propel beyond conventional boundaries. Consider Ørsted’s transformation from a fossil fuel-based energy producer to a leader in renewables. By setting an ambitious goal to reverse their energy source ratio from 85% fossil to 85% renewable, Ørsted catalysed a complete overhaul of their operations. A full two decades ahead of schedule.
True transformation integrates change into the core operating rhythms. Dell Technologies exemplifies this through the Dell Management Model (DMM), which embeds strategic imperatives directly into daily operations. Post-privatisation, Dell’s leadership transformed the company from a PC manufacturer into a tech powerhouse, multiplying the initial investment tenfold by 2023.