Transformation is not a one-off process, it is a continuum
In the final installment of our ambassador round up series, we speak to Peter Casebow, CEO of Good Practice, about his thoughts on the Transformation Curve.
In order to transform yourself as an organisation you have to know both what you want to transform yourself from and what you want to transform yourself to. You also need to know why you need to transform. That must be the basic starting point. This all sounds simple enough but it’s surprising how often these steps are overlooked or not properly thought through.
Also, and this is just as important, you have to work out how you are going to get from here to there. This can be the bit where L&D and organisations really stumble as the ‘how’ can be very daunting, particularly if the road to transformation is a long one.
What excites Peter Casebow, CEO of Good Practice, most about the latest Towards Maturity report, ‘The Transformation Curve’, is the way that it enables L&D and organisations to do all those things. The report is designed specifically to help L&D and organisations establish where they are now on the transformation curve. It shows what transformation looks like – not just the end result but some of the different steps that can be taken along the way. It shows why certain steps need to be taken and what L&D can expect to happen next as a result of those steps.
The report also shows why L&D and organisations need to change, how and when to effect change and what they need to do to move further up the curve towards transformation. Peter thinks all of this makes it an invaluable resource for both L&D and business leaders.
“It gives L&D and the business a framework to understand where they are in terms of performance and what’s required to drive improvement,” he says. “The report helps you understand where you are.”
Not only that, Peter thinks L&D can use the report as a talking point, a platform for starting discussions with business leaders about how transformation can happen and L&D’s role within that. “It’s a means of engaging the organisation in dialogue about the sort of service they want from L&D.”
Peter says L&D should use the report to get lots of really good conversations started and not just with business leaders, but also with other stakeholders, including suppliers. It is critical that L&D can have honest, meaningful conversations with all stakeholders if transformation is to happen.
Another of the central features of the report that really stands out for Peter is the way it hammers home the point that change is constant now. “It sets out the constant need for change.”
Transformation is not a one-off process, it is a continuum. Even those organisations that reach the fourth stage of maturity (the final stage in this report) and can claim to be truly transformative organisations, have not reached the end point of their journey.
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