Magical Components of A Transformation

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3 Magical Components of
Transformation
Mary Mesaglio
Managing Vice President
In Greek mythology, Cassandra
was a princess of Troy. According
to the myth, Cassandra was able to
see the future. Her curse was that
no one believed her.
Do you feel like the Cassandra

of your organization?
4 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Your people are feeling
transformation fatigue.
Transformations Are Collections of Big Initiatives
Data & Analytics

Experience
Customer
Diversity &
Agile
Inclusion
Digital
Product
How the Initiatives Interact Gets Messy
Data & Analytics

Experience
Customer
Diversity &
Agile
Inclusion
Messy Middle
Digital
Product
Great Transformations Have Bookends and a Roof
Make it coherent
2 Principles
1 3
Endgame Hacking
Make it sticky Make it real
The Quick and Dirty Transformation Test
1. Can you tell me what your

enterprise/department/team is
transforming into and why?
2. In under two minutes?
3. Using no corporate speak?
4. In a way that someone at the frontline
would understand — and be motivated by?
5. Would your peers say roughly the
same thing you have?
We Are Transforming Into …
“A digital-first organization
ready for the challenges of
+
the 21st century, exploiting
our ecosystem of partners to
deliver agile, customer-
centric innovations that are
sustainable and competitive.”
Does this transformation message pass our test?
“Algeciras Port will differentiate by offering an excellent
quality of service that is based on completeness
(full-service port), reliability (visibility and predictability)
and efficiency (no idle time) at a competitive price.”
Algeciras Port
“If you want to understand how Alcoa is doing, … look at …
workplace safety. If we bring our injury rates down, it will
be because … the individuals at this company have …
devoted themselves to creating a habit of excellence.
Safety will be an indicator that we’re making progress in
changing our habits across the entire institution. That’s
how we should be judged.”
Paul O’Neill, Alcoa
Template for Transformation Elevator Pitch
[Our group] is transforming into [destination]

in order to [objectives] .
We will know we are making headway when we see

[lead indicators] .
Success will be measured by [metrics] .
1
Tips for Creating a Clear

and Sticky Endgame
Characterize Aspects of the Change
From reports From securing From governance From legalities

to algorithms to sharing to enablement to ethics
Create Waypoints
This will be achieved

by consolidating:
1) An efficient operational
coordination within the
port community
2) A seamless end-to-end port
integration along the
logistics chain
3) A systematic innovation culture
More Tips for Message Creation
Be focused, Include what Get feedback Ask: what will

not additive you are not as you go you stop doing?
going to be
2
Are Your Principles World Class?
Without World-Class Principles,
2 You Get Chaos
There’s no coherence, no signposts:

Some go left, others go right.
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Principles Are Better Than
Process at Guiding Action
Four Characteristics Make a Principle World Class
1 Connected to business outcomes
2 Specific to your enterprise
3 Unambiguous
4 Helps someone choose between alternatives
There Is No “I” in Team
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There Is No “I” in Team
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World-Class Principles Are All Around You
“There can be no
interference with the “To thine own self be true.”
internal development of
prewarp civilizations.”
“No man gets left behind.”
“Fish are friends, not food.”
Great principles take courage.
They allow leaders to take a stand on
the values of the enterprise.
In their absence:
• Every governance decision seems new.
The Role • Individual interests will
of Principles dominate decisions.
in Leadership • Conflicts arise more frequently.
• Conflicts are more difficult to resolve.
• Our function aims to be high
value and low cost.
• We want to delight the customer.
• We will improve corporate
Bad Examples shareholder value.
• We will be innovative, well architected,
secure, reliable, efficient and fast.
• Strategy: Our function makes officers safer
and more effective by providing them with
critical information at critical moments,
possibly in dangerous circumstances.
• Innovation: We measure innovation success
based on user adoption, not implementation.
• Architecture: The architecture favors security
Good Examples over flexibility.
• Architecture: We decentralize every asset
and process that is not identified as
a commodity.
• Staff: We hire the very best and pay them
above market rates.
Back-of-the-Envelope Test
for Your Principle:
Does it generate debate?

Could the opposite be true?
3
Are You Hacking Your Culture

to Make the Change Real?
Without Culture Hacks, Change Stays
3 on the Horizon and Never Arrives
People change for

emotional, not
intellectual, reasons.
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Wrong: Big, Complex
Problems Need
Big, Complex Solutions
Hack Your Culture Instead
Culture hack — Exploiting a

single point where a culture
is vulnerable to deep change.
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Cultures Are Vulnerable to Change Where
Associates Spend Most of Their Time
Communications Meetings
A ctionable
L ow Effort*
* But not low courage
A Culture I mmediate
Hack Is …
V isible
E motional
• Prohibit associates from asking for approval on
ideas they choose to work on.
• Adopt a “time-to-truth” metric to measure how long
it took to decide whether an idea was valuable.
• Do a one-minute drawing exercise at the
beginning of a creative session.
• Set a stretch goal, like reducing delivery times
Sample Hacks: from two weeks to two hours.
More Innovative • Keep failed prototypes on display.
• Ask your team under what conditions they are
most creative, then replicate those conditions.
• Get your people, rather than management, to
nominate their most creative peers.
• Ask “what do we need to stop doing?” every time
something additional is undertaken.
• Create a rule where people can only send one
“fire drill” message weekly.
• Put a sign in the middle of the table about what
the meeting costs — at the end of the meeting,
ask if the outcome justified expense.
Sample Hacks: • Choose the note taker for the meeting — at the
More Agile end of the meeting.
• Cancel the meeting the second time you hear,
“let’s table that decision for later.”
• When faced with complexity, ask, “what would this
look like if it was easy?”
• Don’t end the meeting until you get three
challenging questions to what you just presented.
• If someone comes up with a new idea, give them
the title “CEO of that idea.”
• Start a meeting with, “what’s working?”
• Resolve to make your corporate communications
the most beautiful in the company.
Sample Hacks: • Default to “why not do it?” rather than “why do it?”
for every proposal, for a day.
More Engaged • When the most senior person in a meeting
and Risk refrain from dominating the discussion by only
Tolerant asking clarifying questions.
• For every new idea, ask,
“what’s the risk of not doing this?”
Do:
• Know what you’re hacking toward
• Start with a hack that is fun and not
Culture Hacking too scary
Dos • Start today
• Start small
Don’t:
• Choose something complicated
• Choose something that requires
Culture Hacking outside approval
Don’ts • Push a personal agenda
• Do something illegal
Recommendations
1 2 3
Create the endgame, Craft key principles, Execute culture
a clear vision of the as these signposts are hacks to make the
destination that better than process at change real,
everyone understands guiding action. immediate and modify
and is motivated by. small points in your
culture that are
vulnerable to change.
Ask the speaker
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Gartner

Ask a Download Watch

Do you feel like the Cassandra

Data & Analytics

Data & Analytics

1. Can you tell me what your

Does this transformation message pass our test?

[Our group] is transforming into [destination]

We will know we are making headway when we see

Success will be measured by [metrics] .

Tips for Creating a Clear

From reports From securing From governance From legalities

This will be achieved

Be focused, Include what Get feedback Ask: what will

Are Your Principles World Class?

There’s no coherence, no signposts:

1 Connected to business outcomes

2 Specific to your enterprise

4 Helps someone choose between alternatives

“No man gets left behind.”

“Fish are friends, not food.”

Does it generate debate?

Are You Hacking Your Culture

People change for

Culture hack — Exploiting a

View the global Gartner

43 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.

Fill out the form to connect with a representative

Or give us a call: +441784614280 | +1 855 637 0291

Download the research slides

View upcoming and on-demand Gartner webinars

Rate this session

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