I've been leading business transformations for over 20 years (through the dot.com era, down-sizing, outsourcing, the GFC, global acquisitions and mergers, pandemics, social reforms, automation and now AI readiness and digital integrations). Even so, I've never seen such complex change happening at such a rapid pace. If organizations weren't already reflecting on their requirements for transformation, they are being required to consider it now.

If you have done any research, you know that it is a commonly held belief that fewer than 30% of transformations actually succeed, if you include in the metrics of success, that the outcomes need to be sustained and collectively owned by the business once the go-live date has occurred, that number would be even less.

As I reflect on my career, there have been many highs and lows. Some fascinating experiences and wonderful things have been achieved. I have to admit though, by the time we had arrived at our end state, most transformation programs took too long, cost too much and did too much harm to the organization's ability to truly benefit from the outcomes of the transformation,

When I reflect on what it was that made a transformation program successful, without fail, it was that the leaders and organization were ready, capable and willing to embark on the change. They may not have fully understood the needs or the impacts, but they understood that standing still or ignoring the rationale for change was not an option.

The focus of my work is about addressing the Organizational Experience (OX) Blue Zone between what you aspire to achieve and what you actually achieve. It is about ensuring you have leaders ready and your organization clear and ready for the degree of change they are about to embark on. Making sure the organization is focussing on the true implications of the transformation and doing what is necessary to be certain that the change, once achieved, can be sustained and led by the leaders and teams that are left holding the accountability for operating effectively in the future state.

I believe transformational leaders must creation the conditions for success and it requires more than just delivery management, it requires the creation of an organizational experience (OX) that enables the achievement of sustainable and impactful results.  Transformational leadership, or what I call Leading Brilliance, requires Intetion, Insight, Integrity, Influence and Impact.  We can work together to build these attributes more deeply into your already established leadership toolkit.  With these attributes you'll be better able to lead transformations successfully and have your teams fully engaged.

A large majority of my career has been focussed on leading change in organizations, whether as a transformation director or as a change manager. Over the many years and experiences I've established what I believe to be a playbook that fills in some of the gaps that often exist when leading transformation. The Unleashing Brilliance transformational change playbook encapsulates the many insights gained from many wins and a few significant losses. It enables transformation programs to be better aligned and better integrated when it comes to the delivery engines of transformation.

I also work with teams to be better aligned, communicate better, strengthen accountability, and bring new possibilities to life. Team Brilliance engagements are customized to your needs - once I understand where you are and what challenges need to be unlocked I can work with you to unleash the potential of your team.

I look forward to connecting with you to talk more about how your business transformation can be achieved in a way that unleashes your organizations brilliance now and in the future.

Kind regards,

Lisa