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Successful Continuous Transformation for Boards


Successful Continuous Transformation for Boards

Tiago Garjaka shares an informative article that explains how to ensure a board transformation is successfully executed.

Once Boards are ready to engage constructively in transformation discussions, they should focus on ensuring that the transformation will be successful. Seldom in the company’s history will there be so many critical initiatives happening in parallel. The best way for Boards to ensure the plan is progressing well and to quickly identify and respond to unforeseen situations is by asking the right questions at the different stages of the transformation effort.

The Continuous Transformation framework was developed to help in this kind of situation. It gives board members an overview of each of the 8 steps companies need to go through to be successful while providing an intuitive common language to guide the discussions:

Each one of these steps must be properly addressed. Ignoring any of them will have profound implications on how your transformation will (or won’t) evolve. Here are some of the most common reasons why transformations fail:

CEO’s commitment. We already discussed this topic in a previous article. Boards must ensure they have the right CEO in place and that they are fully committed. Lack of unwavering commitment and accountability from the CEO is the root cause of the majority of transformation failures. It almost guarantees major issues because critical decisions won’t be made in a timely manner, employees won’t feel respected or appreciated, and transformation will seem like an option rather than a necessity. You can read more about dealing with issues with the incumbent CEO here.

Compelling vision. Boards must pressure-test the vision and the change story. Without a compelling vision of the future, CEOs will fail to capture the hearts and minds of employees. Boards must also ensure that the CEO and executive team have a robust plan to share the change story over and over with employees, allowing employees to buy in over time. Failure to do so will enhance opposition to change and create additional challenges along the way. In fact, in a recent survey with transformation leaders, almost half of the respondents indicated that, if they were to do their transformations over again, the main thing they would change is increasing the amount of time spent developing and communicating the change story.

Key points include:

  • Employee engagement.

  • Digital optimization

  • Constant experimentation

Read the full article, The Continuous Transformation framework, on