Generalities Are Killing Transformation Efforts (and How to Avoid It)

Where I exist as a professional is not unique. It is however, given its potential, surprisingly uncrowded. When I describe it to others, they say, “Isn’t that strategic transformation?”

In my opinion, yes, but not quite.

What’s the Problem?

Take a look at the definition:

The take from Stanford, McKinsey, and EY are similar.

So, how could one say they are a strategic transformation professional? You would have to be superhuman if these are exactly the skills you bring to the table. Are there individuals who design, manage, or deliver on these initiatives?

For sure. But catch the keyword… or.

Generic descriptions don’t cut it any longer. They worked when the space was new and lacked recognition. Simple messaging aided decision-making.

Today, however, the term seems to be overused. And the harm with that is this makes it harder for leaders to determine who they need and when.

The Answer: Intention

Business leaders better understand and identify their challenges. Solutions must match that specificity. For:

• Innovation and creativity: Fresh perspectives and ideas
• Adaptability: Knowledge of industry trends and best practices
• Risk mitigation: Ability to address specific challenges
• Depth of expertise: Domain-specific knowledge to tackle complex issues effectively

Even if you are one of the MBBs (McKinsey, BCG, or Bain) with the talent to address most situations, be specific. Individual practitioners, those within companies, consultancies, or independent, who are not precise will likely be met with skepticism, doubt, and sometimes even dislike or resentment. And most troubling, run the risk of reputational damage.

Reinforcing with an Example

Since most learning does not happen without the influence of experience¹, let’s pick on me and break down my specialization positioning.

The difference

Strategic transformation often encompasses digital transformation, business process transformation, and business model innovation. My wheelhouse is where each needs to exist simultaneously and feed off of the other.

It sounds basic enough. So why are there so few in this space?

Could it be

• Could it be because I’m a formally trained engineer — electrical, in case you were wondering — who has an MBA in finance? Certainly not; I have personal relationships with dozens of individuals who have the same set of degrees. Not to mention the tens of thousands of others around the world.

• That I have had the privilege over the last 20 years to sit in data-driven operational support roles in financial services, entertainment, and public sector space? Show me someone on the CFO or COO downstream team who doesn’t port skills across sectors.

• My decade of instructing graduate students and entrepreneurial leaders on how to design, assess, and master innovation through the business model canvas? That’s not passing muster. Many seasoned professionals have done the same.

In reality, it’s a bit of all the above.

I am a specialist, however.

I bring deeper expertise and practical knowledge to drive targeted, high-impact initiatives.

Being intentional

This trait thrives well in the dynamic space created at the convergence point of business process transformation, digital transformation, and business model innovation. A zone where it has been proven that organizations can drive significant change and innovation.

Let’s explore each element to develop a better understanding of why this is.

The Transformation Trifecta: Combining Essential Elements for Success

Business Process Transformation:

Focuses on reimagining and optimizing a business’ core processes to enhance efficiency, agility, and customer experience. It involves:

• streamlining workflows
• automating manual tasks
• improving cross-functional collaboration

Digital Transformation:

Encompasses the adoption of digital technologies to revolutionize how a company operates. With this, you look to leverage things such as:

• data analytics
• modern technology (e.g. cloud computing)
• other digital tools (ML and AI)

Business Model Innovation:

The process of fundamentally redesigning or creating new business models to adapt to changing market conditions, customer needs, or technological advancements. Leveraging the business model canvas allows one to:

• have a holistic view
• identifying areas of improvement
• find unique ways to overcome perceived barriers
• align initiatives
• foster a culture of continuous improvement

When these three areas intersect, organizations can strategically align their processes, technologies, and performance goals.

But how does it come together?

Our uniqueness

As we have been exploring, in my case, I take the best of my experiences from each of the above engagement types and seamlessly put them to work. The thinking that I leverage comes from and is continuously fed by insights from:

• engineering
• transformation
• business model innovation
• design thinking
• finance

Blending Theory and Practice: The Key to Mastery

In “Outliers,” Malcolm Gladwell explored the factors that contribute to high levels of success. While he does not explicitly discuss the balance between knowledge and experience, his examples suggest that the interplay between book knowledge and practical experience (dirt under the fingernails) significantly impacts outcomes. It allows one to ensure efforts:

• will satisfy the situation on-hand
• have a realistic execution path
• are aligned

Conclusion

In today’s rapidly evolving business landscape, organizations need specialists.

As we have seen, speaking in general terms is no longer sufficient. Our understanding of the problems and what is needed to resolve them has advanced. It’s now time for how we express this body of work called transformation to mature and become more specific.

Endnotes:

1. Jameson, Molly M. “How Do People Learn? A straightforward introduction to a complex process.” Psychology Today, February 28, 2024
2. Malcolm Gladwell, Outliers: The Story of Success (New York: Little, Brown and Company, 2008).