➤ Are you a Bright Spark, bright with a spark for today and the future, seeking reconnection with what matters and the capability to lead with intention without being limited by your past, even if the world around you is constantly disrupting?
➤ Are you a Bold Executive Leader seeking shifts in yourself and your organisation’s outcomes without compromising relationships, self-care, and meaning in work, even if the conundrums are mounting and deep down you doubt this is possible across your team?
➤ Are you a Board Director seeking to maintain or achieve industry leadership through periods of disruption, without disrupting shareholder confidence or Executive commitment, even if others in your industry say it is not possible?
Business Transformation used to be an uncommon experience, referring to those specific programs which arose from accelerated strategic growth, significant market shifts, or enterprise digital transformation. Now, by default most leaders are Business Transformation leaders . Research suggests that over 85% of Senior leaders have been involved in 2 or more business transformations in the last 5 years alone. As a result of rapidly changing social, technological, economic, environmental, political, legal, and ethical contexts business transformation activities have become “Business as Usual”. There’s no time anymore to wait until the next formal strategic planning cycle: an adjustment to the way we do things is often required immediately.
In the same research two-thirds (67%) of those surveyed said they have experienced at least one underperforming transformation during this time.
At the end of an underperforming transformation, the negative emotional impact is massive. Three-quarters of the workforce reported negative emotions, including 31% who experienced sadness, upset or depression. Overall, negative emotions in the workforce increased by more than 130% in an underperforming transformation.
Entering a new strategic phase with this well of negative emotions from the previous underperforming transformation provides a crippling starting point.
(Source: EY 2021 Global Board Risk Survey)
This cumulative impact of business transformation leadership capability is the strategic opportunity/ risk of our times.
Many leaders are tired from the constant change of the last few years. It feels like it is too hard to get off (or reposition!) a hamster wheel that is running a little too fast for comfort, and which is controlled by so many variables that we seemingly can't influence.
In our own lives we know that change starts with us. It can be harder to own that to be true, too, in our organisations and industries.
The health and function of an organisation is a direct reflection of the health and function of its individual leaders, and how those leaders operate as a team. When we go on the brave journey of truly looking at ourselves as individual leaders and as a leadership team, then genuine change in the way we do things (and, thus, the outcomes we get) becomes a real possibility. Business transformation - as opposed to undertaking "business transformation" activities - can actually happen.
Bernie partners with leaders who want to run organizations that are inspired by opportunity for impact, that lead disruption with grace, and which respond quickly and effectively to big shifts in operating context… and who are also willing to do the work to become the leaders required by such an organisation.
For release 2023
Find out what it is your business needs to navigate now, and prepare yourself and your team for the next horizon...
Where does your organisation leadership currently sit on the Change-Fit ladder?
What are the priority steps to move to your targeted level?