RE:INVENTION helps companies avoid business transformation failure with AI-exploiting metrics that matter. Our True North: helping companies REALIZE VALUE across 5 DIMENSIONS OF CHANGE:

❶ People
❷ Products/Services/Partnerships
❸ Processes
❹ Technology
❺ Organizational Design

HARD TRUTH:

Traditional change management models, tools, and processes were developed in a gentler, simpler time.

THE WORLD HAS CHANGED:

Today, companies must rise to the rigorous challenge of continuous change or falter, especially during business transformation.

➡️ The traditional 3-element People, Process, Technology (PPT) “Diamond Model” framework — created by Harold Leavitt in the 1960s and re-popularized by Bruce Schneier in the 1990s — is now outdated.

➡️ Linear approaches like PROSCI and ADKAR are also outdated. PROSCI, founded in 1994 by a former Bell Labs Engineer, feels archaic in 2024. Bell Labs was acquired by Nokia and the Nokia brand has since been retired. PROSCI still defaults to managing individual change, rather than capitalizing on quantifiable financial metrics linked to organizational dynamics.

➡️ Top-down management — a rigid, autocratic leadership style — hasn’t been in vogue since the 1990s. Top-down management approaches stifle innovation and slow down the change process. While executive leaders can set the corporate vision, front-line employees make change happen. Now, more than ever.

WHAT TO KNOW, NOW:

Modern-day business change is not about linear “change management” or returning to a steady state.

✔️ Change is a hyperspeed flywheel. You need to be on a constant QUEST to wrestle new efficiencies from existing assets. You need to run at the right SPEED, in the right DIRECTION. You need to thrive financially in CONSTANT FLUX. You can’t parrot ADKAR, “prepare employees for change”, and “manage it”.

✔️ Modern-day change management is more than “people, process, and technology” — it encompasses every single aspect of your business, including culture, financial performance, geo-location, government policy, remote WFH and hybrid work environments, operational strategy, product/service quality (often impacted by supply chain dynamics), strategic partnerships, and organizational design. The ecosystem of change evolves inside and outside of the building — with employees, customers, strategic partners, and competitors.

✔️ You can’t “manage modern-day business change” — not even with JIRA, MIRO, Monday.com, Power BI, Tableau, and bespoke visual dashboards. You must adapt to continuous change and create what’s next. You need to create and sustain value DESPITE continuous project, market, economic, or workforce shifts.

✔️ Executive “sponsorship” and “alignment” are no longer the keys to successful business transformation and change management; top-down management and futile attempts to align an organization stifle innovation and slow down the change process.

✔️ More than ever before, business transformation must create measurable value and achieve quantifiable impact. What you measure is all you get. Absent quantifiable value creation, you can’t achieve “definition of done.” Absent value creation, you’re wielding a dull knife. No value creation, no “change management”, no business transformation.

✔️ AI revolutionizes change by adding operational efficiency and effectiveness. Beyond automating processes, identifying staffing needs, conducting real time data analysis, and accelerating content management, AI changes ORGANIZATIONAL CHANGE, BUSINESS TRANSFORMATION, PROJECT MANAGEMENT, AND GOVERNANCE. Are your change management and business transformation teams prepared?

KEY TAKEAWAY:

It’s time to infuse change management and business transformation teams with business, financial, and AI acumen. Modern change leadership starts by fostering an accountable, courageous, ready-to-adapt culture. Upskill your change management and business transformation teams. Empower your front line to take the lead on change and business transformation. Engage your customers and strategic partners in organizational change. According to McKinsey’s Global Survey, companies that empower their entire ecosystem during organizational transformation capture 67% of the maximum financial benefits, compared to 37% for companies that do not.

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