Human-Centered Transforma on JourneysofJourneys...2020/11/20 · of successful transforma ons (e.g., Canterino, Cirella,&Shani,2018;Manzonietal,2017).How-ever,thisisagainalimitedview—notonlydothe

Human-CenteredTransforma�onJourneys of Journeys

2020 - whitepaper by atrain Holding UG

Timo Glasberger, Msc and Carrie Schlauch, PhD

Special thanks to

Joachim StempfleYomna KhedrMaria Knill

Anna-Maria Heuchel-ReinigBen Schültz

for their unique contribu�ons to this white paper.

Supporters and Enablers

Human Centered Transformation Journeys of Journeys © atrain Holding UG

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Introduc�on 5

atrain’s Approach 7

Journeys of Journeys 9

Success Stories 13

Ready, Set, Go! 16

Conclusion 18

About atrain 19

Table of Contents


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AbstractWe use a short literature review, interviews with global HR consultancy experts focused on people andorganiza�onal development, and success stories with key transforma�on enablers in Fortune 500 com-panies to eradicate the no�on that transforma�on journeys are vastly unsuccessful. We provide an alter-na�ve to prescrip�ve, process-heavy change management approaches via atrain’s Human-CenteredTransforma�on Journey of Journeys approach. Prac�cal implica�ons are shown, and implementa�onideas are provided.

KeywordsChange, Management, Transforma�onal, Human, Agility, Journey, Leadership, Developmental, Organiza-�onal, Psychology, Strategy, Culture.


5

Myth-Bus�ng Time

Established views of organiza�onal transforma�onand change o�en report low success rates whenkey steps are missed (e.g., Beer, Finnström, &Schrader, 2016; Beer & Nohria, 2000; Ko�er,1995; Jacquemont, Maor, & Reich, 2015). How-ever, these views – o�en based on anecdotal re-search – and over-reliance on their specific adviceproduce a narrow view of transforma�on (By,Hughes, & Ford, 2016; Cândido, & Santos, 2015;Hughes, 2016; Stouten, Rousseau, & Cremer,2018). Most defini�ons of organiza�onal transfor-ma�on agree it involves radical change to strategy,structures, and systems, fundamentally changinghow people work and interact (Cha & Lee, 2013;Dagres & O'Shannassy, 2007; French, Bell, &Zawacki, 2005; Rothwell, Stavros, & Sullivan,2016).

In order to achieve a successful transforma�on,this deep shi� must be facilitated by the peoplewithin the organiza�on; individuals and teams whoevolve in mindset, develop in skill, react to dynamicexternal environments, and trigger cultural shi�s(Goleman, Boyatzis, &Mckee, 2002; Rothwell et al.,2016). This sparks transforma�on that is ambigu-ous and recurring, an open-ended journey of con-�nual transforma�on to fulfil poten�al (Anderson,2016; Hughes, 2011; Manzoni et al., 2017; Tosey &Robinson, 2002).

Transforma�on is not simply planning and exe-cu�ng, it is a cyclical process of building ideas andassessing reac�ons in addi�on to learning andforming new ideas (Ries, 2011). When deeper re-flec�on processes that allow for such ambiguity areused to evaluate transforma�on, most are regardedas successful (e.g., Jones et al., 2019).

Human-Centered Approaches

When undertaking a process as drama�c as trans-

forma�on, it is understandable that organiza�onsmay find comfort in established approaches. How-ever, this too o�en becomes an exercise in �ckingboxes (e.g., Jacquemont et al., 2015) while failing toconsider the unique context of the organiza�on inques�on (Burnes, 2011; By et al., 2016; Hughes,2011; Jones et al., 2019). Following a prescrip�veapproach o�en means individuals, along with theircapabili�es and emo�ons, are ignored in favor ofshort-term “fixes” (Goleman et al., 2002; Senge,2006; Stouten et al., 2018). The human-centeredapproach priori�zes these elements and gains theadvantage of crea�ng real change with long-termimpact.

The Human Being at the Heart

The importance of leaders in transforma�on is acommon element even among compe�ng views oftransforma�on (Beer et al., 2016; Dagres &O'Shannassy, 2007; Jacquemont et al., 2015;Ko�er, 1995). Leaders crea�ng and communica�nga transforma�ve vision and strategy, ac�ng as cri�-cal “early adopters,” and providing the necessaryresources to achieve the transforma�on is nearlyubiquitous in anecdotal accounts and case studiesof successful transforma�ons (e.g., Canterino,Cirella, & Shani, 2018; Manzoni et al, 2017). How-ever, this is again a limited view—not only do theleaders themselves require development supportto keep the journey going (Anand & Barsoux,2017), they must create opportuni�es to influenceacross the organiza�on (Jones et al., 2019). A cru-cial opportunity is via co-crea�on.

Co-Crea�on

Co-crea�on is a process by which stakeholders en-gage with each other to create an “ecosystem” thatsupports open communica�on, learning, and con-�nuous improvement (Ramaswamy, 2009; Ra-maswamy & Ozcan 2014; Ramaswamy & Ozcan2019). In human-centered transforma�ons, co-cre-

Introduc�on70% of Transforma�ons fail. But do they?


6a�on is between the senior leadership and the restof the organiza�on’s employees, using posi�vepla�orms that encourage produc�vity and emer-gent change.

Using this approach, transforma�on is not a hierar-chical, results-oriented process; instead, it is par�c-ipatory and values the journey over the outcome(Camargo-Borges & Rasera, 2013; Tosey & Robin-son, 2002). Case studies of successful transforma-�ons repeatedly cite collabora�ve processes as es-sen�al (e.g., Manzoni et al., 2017; Pevcin, 2015;Serrador & Pinto, 2015; S�chler, Colombo, &Poeltler, 2017), while the ac�ve par�cipa�on at theheart of co-crea�on builds new interpersonal pro-cesses that amplify the transforma�on.

Hopes and Fears

Effec�ve co-crea�on relies on hopeful thought,which is belief in (1) finding pathways to a goal orvision and (2) stakeholders (individuals and teams)having the agency to successfully leverage thosepathways (Adams, et al., 2015; Snyder, 1995; Sny-der, Rand, & Sigmon, 2002). A challenge in buildinghopeful thought is understanding and overcomingprimal emo�ons, like fear, which are automa�callyac�vated in uncertain situa�ons (like transforma-�ons) and limit openness to new ideas and pathwaygenera�on (Jarymowicz & Bar-Tal, 2006; Lord &Harvey, 2002). A�emp�ng to suppress fear de-pletes cogni�ve resources, which impedes pathwaycrea�on and agency and ac�vates avoidancestrategies which may provide feelings of relief, butli�le else (Carver & Scheier, 1998; Jarymowicz &Bar-Tal, 2006; Pugh, 2002).

Leaders must instead resolve fear by communi-ca�ng how the transforma�on, vision, and strategywill lead to outcomes everyone finds desirable andworth working towards, thus unlocking mo�va�onand authen�c posi�ve behaviors (Carver & Scheier,1998; Goleman, 2002; Pi�g, 2019; Pi�g et al.,2018). By focusing co-crea�on efforts on hopes forthese outcomes and capitalizing on strengths andcapabili�es (instead of “fixing” perceived short-comings), stakeholders build confidence in theirability to effect the transforma�on posi�vely. In

doing so, pathway crea�on, agency, and generalwell-being at work are bolstered (Block, 2000;Carver & Scheier, 1998; Cooperrider & Sekerka,2006; Rath & Conchie, 2008; Tasler, 2017). Whenleaders manage this, hopeful thinking and the asso-ciated posi�ve emo�ons accelerate genera�on ofeven more pathways to transforma�on and createeven stronger mo�va�on to u�lize those pathways(Snyder et al., 2002).

Vision“Where arewegoing?“

Pathways“Howcanwegetthere?“

Agency“Arewecapable?“

Figure1:TheHopeModel. Adaptedfrom:Snyder,C.R.(1995).


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atrain’s Approach

Based on empirical research, transforma�ons aremore successful when they are open-ended, invitepar�cipa�on, managers inspire rather than direct,and where leadership behaviors are flexible withregards to the situa�on and needs of the people(Hughes 2011; Jones et al., 2019; Serrador & Pinto,2015; Stouten et al., 2018). Change is rarely sta�c,but rather dynamic and emergent, which makes itdifficult, if not impossible, to plan and control in avola�le, uncertain, complex, ambiguous, and globalworld (Eoyang, 2012). Therefore, it is cri�cal to usean emergent approach—one with the flexibility toadapt to the unique needs of the people in the or-ganiza�on and to u�lize imminent energy for therespec�ve ini�a�ves. Par�cipa�ve approachesmight take more �me, as there is no one-size-fitsall approach with pre-defined boxes to �ck, but,based on atrain’s experience, organically develop-ing transforma�on journeys create a more sustain-able impact and evolve faster than overly struc-tured change processes (Knill, 2019).

atrain co-created the Transforma�on Journey ofJourneys approach itera�vely, working with differ-ent clients from various industries. The followinggoals emerged as part of the learning journey thatatrain was (and is) on with numerous customers:reaching every level of the organiza�on. Crea�ng amovement fromwithin that fuels a shi� in mindset,culture, and behavior as well as processes andstructures. Embracing the uncertainty and messi-ness that come with transforma�ons. And lastly,diving below the surface to fundamentally trans-form the DNA of the organiza�on.

The DNAModel of Transforma�ons

“[…] transforma�on is a transforma�on of theDNA.We're looking at an upgrade to the opera�ngsystem. You can't put a new app on an old oper-a�ng system. And that's a congruence model:mindset, behavior, culture, leadership, all of it

needs to change in sync. And that requires a visionand a purpose. And we have the strong belief thatthis cannot be created top-down. This does needto be created from the depth of the organiza�on”(Stempfle, 2019).

However, it is not enough to update the so�ware.The hardware will also need an ‘upgrade.’ Runningthe latest so�ware edi�on on an outdated com-puter will simply not work. And building the bestcomputer imaginable to use the calculator func�onis a tremendous waste of resources. Which is whyexis�ng processes and standard opera�ng proce-dures need to be scru�nized. Some will stay thesame, others might be adapted, and a few probablydiscarded completely. Hardware also refers to thephysical environment; workplace designs mightneed to change to nudge people to, for example,increase interac�ons, communica�on, and collabo-

ra�on. It is worth no�ng that this is nothing thathappens “by the book.”. Each organiza�on needs tofind out how to transform its hardware itself.

In this model, leadership holds a central place butis not centralized: Leadership is the kit that holdseverything together, living the vision, communi-

Leadership

Vision&Strategy

Culture(Software)

Processes(Hardware)

Figure 2: The DNA Model of Transforma�on


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ca�ng the strategy, transforming workplaces, elim-ina�ng unnecessary processes, and developing be-havior and culture. In their roles, leaders hold thekey to either blocking or enabling an en�re trans-forma�on journey. In more tradi�onal and hierar-chically structured organiza�ons, managers hold alot of power, which is why it is extremely importantto work with them. In more future-oriented organi-za�ons, leadership is typically more distributedwhich brings challenges in its own right and againhighlights the central part that leaders play in sus-tainably evolving the DNA of an organiza�on.

All Levels

In organiza�onal transforma�ons the challenge isto engage and empower people on every level ofthe organiza�on to propel change forward (Glee-son, 2017). Touching the organiza�onal, leadership,team, and individual contributor level is essen�al toavoid disconnec�on and them vs. us dynamics. Byusing formats that take each level on intercon-nected and co-created developmental paths, allparts will be inspired and engaged for the journeysthat lie ahead before experimen�ng with newwaysof working, evolving capabili�es and embeddingthe transforma�on in their DNA.

Within this approach, flexibility is cri�cal, as no sin-gle interven�on, format, or tac�c will work in allcases (Burnes, 2011; Jones et al., 2019; Stouten etal., 2018). Concrete ini�a�ves need to be based onthe unique needs of the specific organiza�on(Hughes, 2011; Jones et al. 2019). As organiza�onsare complex, adap�ve systems, an interven�onmight have unintended and unpredictable conse-quences on the system as a whole (Senge, 2006).Awareness of said system and an itera�ve and flex-ible approach are paramount to build, measure, and

learn (Ries, 2011). Therefore, while atrain can pro-vide rough blueprints on how to reach the differentparts of the system, these must be adapted con-stantly throughout the transforma�on journey.

"The essence of the discipline of systems thinking lies in a shi� of mind: seeinginterrela�onships rather than linear cause-effect chains and seeing processesof change rather than snapshots."

Peter M. Senge (2006).

Organiza�ons

Teams

Leaders

Figure 3: The Four Levels.

IndividualContributors


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As previously emphasized, transforma�on is deepwork—it goes beyond superficial or cosme�cchanges and must go beyond the leadership teamto involve all members of the organiza�on to rallyaround the vision, develop strategies, and effectreal changes in both procedural hardware and cul-tural so�ware. In order for an organiza�on to reachits true and full poten�al, they will need to go be-yond isolated interven�ons, such as a leadershipdevelopment off-site, an individual skills training,and a townhall. Our Journey of Journeys approachis intended to support determined, co-createdtransforma�on.

The power of the Journey of Journeys approach lieswithin its interlinkage of the various measures andini�a�ves driven by the people in the organiza�on.Due to the complexity of organiza�ons (Senge,2006), every transforma�on journey needs to beunique (Dunphy & Stace, 2001). S�ll, the core logicof our approach is consistent: On the most granularlevel, our transforma�on approach consists ofanalyses and co-created ini�a�ves. Interlinkedanalyses and ini�a�ves represent a journey. Thecombina�on of mul�ple journeys at all levels of theorganiza�on creates a Transforma�on Journey of

Journeys.

The a�empt to depict an approach that is drivenand, therefore, uniquely shaped by each organiza-�on, leader, team, and individual is a paradox.Which is why it is of the utmost importance tohighlight that while an organiza�on’s transforma-�on might contain certain elements depicted inFigure 4, it is not an actual representa�on. It mustnot be misunderstood as a ‘master plan’ or a pre-scrip�ve approach. The Journey of Journeys de-picted is one of many possible versions and a nec-essary abstrac�on of reality to simplify complexity.It is, in its most fundamental way, a model with thepurpose of trying to help humans grasp the con-cept itself.

Below, we detail some examples of journeys tomake our approach more tangible. These examplesfollow the logic of transforming the DNA of an or-ganiza�on by touching all levels but make no suchclaim as to be generalizable. In fact, it is quite theopposite; journeys are re-invented by every leader,team, and individual working on their Transforma-�on Journey of Journeys.

Kick-OffJourney

IndividualDevelopmentJourney

StrategicTransformationJourney

Mission-BasedTeamJourney

Leadership

Team

Organization

Individual

Journeys of Journeys

Figure 4: The Transforma�on Journey of Journeys.


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The Kick-Off Journey

One of the most important journeys starts on theleadership level, as leadership is central to enablingor blocking the fundamental shi� in mindset andbehavior that needs to take place to enable the or-ganiza�on to transform and con�nuously develop(Jones, Firth, Hannibal, & Ogunseyin, 2019). Thepurpose of this journey is to enable the senior lead-ership to reach a new level of consciousness, char-acterized by full awareness of oneself and a shi�towards a mindset of choices. Once the awarenessmaterializes (quite literally in the neural connec-�ons of the brain) that every human being canchoose to be driven by fear or to act out of hope,untapped poten�al starts to emerge.

The depicted Kick-Off Journey consists of the Ul�-mate Poten�al Workshop, the Transforma�onRoadmap Workshop, a 360° Feedback, a 360°Feedback Debriefing Workshop, and RecurringLeadership Team Workshops. A�er some prepara-�on consis�ng of building trust and crea�ng afunc�onal team, the Ul�mate Poten�al Workshopstarts off with the crea�on of the purpose and vi-sion as well as an understanding of what it takes totransform an organiza�on and how the leadershiproles might evolve over �me. The Transforma�on

Roadmap Workshop introduces human-centeredtransforma�on approaches and suppor�ng meth-ods. With a 360° Feedback tool and a correspond-ing Debriefing Workshop, leaders can advance onthe path towards the next level of consciousnessand leadership effec�veness. Ongoing RecurringLeadership TeamWorkshops support the deep diveinto both individual and collec�ve roles while si-multaneously ensuring shared learning and collab-ora�ve leadership during the transforma�on. Over�me, trust deepens, and leadership teams o�enbecome more courageous, ac�vely wan�ng to re-shape the ini�ally set purpose, vision, or ul�matepoten�al.

UltimatePotentialWorkshop

Leadership

TransformationRoadmapWorkshop

360°Feedback

360°DebriefingWorkshop

RecurringLeadershipTeamWorkshops

“The organiza�on can’t grow faster than its leaders.”

Joachim Stempfle (2019)

Figure 5: The Kick-off Journey.


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The Strategic Transforma�on Journey

The journey depicted shows a star�ng point at anorganiza�onal level. The journey connects leaderswith individual contributors and teams and trans-lates the collec�vely-set strategy into concreteoutcomes. Using the purpose, vision, and ini�alstrategy considera�ons, this journey dives into cre-a�ng a strategy for the coming years and execu�ngit in an agile way. As communica�on and par�cipa-�on are key on a transforma�on journey (Jones,Firth, Hannibal, & Ogunseyin, 2019; Cooperrider &Sekerka, 2006), the process is a combina�on oftop-down and bo�om-up: the overarching visionand objec�ves are set by the leadership team andthe organiza�on breaks it down into tac�cs.

Strategic pillars emerge out of the strategy and aretranslated into company objec�ves for the year.Agile methodologies are used to structure and exe-cute; objec�ves and key results (OKRs) (Niven &Lamorte, 2016) are implemented and company ob-jec�ves are allocated to owners that hold account-ability for those yearly objec�ves. Mission-basedteams are formed and work in design sprints(Knapp, Zeratsky, & Kowitz, 2016) to define andexecute quarterly OKRs. Monthly hackathons en-

sure that the most important priori�es are tackledand brought into the organiza�on in a structuredway. In parallel, a Transforma�on Team, not to bemistaken for a Project Management Office, isformed. The Transforma�on Team builds a bridgebetween employees and senior leadership and “[…]acts as the spider in the web” (Stempfle, 2019),connec�ng ini�a�ves and people in a networkedenvironment. Since the Transforma�on Team tunesinto the organiza�on to understand reali�es andneeds, it is comprised of individual contributorsrather than leaders.

“Structures of which we are unaware of hold us prisoner.”

Peter M. Senge (2006).

Organization

StrategicAgilityWorkshop

LeadershipSummit

StrategicPillarCreation -OKRs

TransformationTeamMonthlyHackathons

Figure 6: The Strategic Transforma�on Journey


12Individual Development Journey

The journey focusing on the individual contributorlevel includes All Hands Summits—to foster under-standing of the vision and strategy and engage alllevels of the organiza�on—as well as leader-ledBo�om-Up Strategy Workshops—in which all em-ployees can contribute to OKR and ini�a�ve cre-a�on.

Doing and being are layers to consider when trans-forming the organiza�on, as the doing part of tools,processes, and prac�ces help to bring the beingpart of underlying principles, values, and mindsets

to life (Powers, 2017).

One way of approaching the being part is a GrowthMindsetWorkshop based on Dweck’s work (2012),which enables individuals to challenge their think-ing and creates the spark that might turn a fixedmindset into a growth mindset which allows boththe individual and organiza�on to start realizingtheir full poten�al. Individuals are encouraged tosign up for strategic projects and par�cipate in mis-sion-based teams and are equipped with methodsthat support an agile, itera�ve approach of doing totransform the organiza�on from the ground up.

Mission-Based Team Journey

The short yet intense Mission-Based OKR TeamJourney starts with forming cross-func�onal teamsthat have the necessary capabili�es to work onspecific quarterly OKRs. Following Jeff Bezos’s twopizza rule (Hern, 2018), the teams have an idealsize of five team members and will kick the OKRcycle off by coming together for four days to workin a design sprint following the design thinking ap-proach (Knapp, Zeratsky, & Kowitz, 2016). The ex-ecu�on will start during the sprint and will be con-�nued throughout the quarter before evalua�ngthe comple�on rate and (re-) defining the OKRs forthe next quarter.

AllHandsSummit

IndividualBottomUpStrategyWorkshop

GrowthMindsetWorkshop

ProjectMarketplace

AgileMethodsBootcamp

Mission-BasedTeamForming

Team

DesignSprints

Figure 7: The Individual Development Journey.

Figure 8: The Mission Based Team Journey.


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Success StoriesTransforma�on Journeys at EnBW

Energie Baden-Wür�emberg (EnBW), a GermanFortune 500 company, is on a fundamental trans-forma�on journey to reach the “next level of sus-tainable growth.” By building on its past strategicefforts, which concentrated on restructuring thebusiness from the tradi�onal energy genera�on tosmart infrastructure provision, EnBW is now focus-ing on becoming an infrastructure partner beyondenergy.

The magnitude of this transforma�on becomestangible when looking at the complex environmentEnBW is opera�ng in, the mere size of more than20,000 employees and its role as a cri�cal infra-structure provider. So how do they go about trans-forming the company?

“Give the people the power to create thechange. Enable them to be the architects ofthe change”

Knill (2019).

The overall 2025 company strategywas already setwhen the HR department of approximately 300people embarked on their hybrid journey. Thismeant that the HR department was faced with twoobjec�ves: transforming themselves in order tomatch the speed of change in the overall organiza-�onal transforma�on and suppor�ng the transfor-ma�on journeys of all segments and departmentswithin the organiza�on.

To do so, mul�ple strategy and leadership develop-ment workshops were conducted with atrain tobuild trust amongst the HR leadership team. Theworkshops also focused on helping the individualsfind themselves, understand that they were on adevelopment journey, and enabled them to build agrowth mindset.

Once the leadership team started this journey, itbecame evident that the HR department wouldembark on a co-crea�ve, open-ended journey with

atrain’s support. One of the first steps was to con-duct several large-scale summits and smallermee�ngs in which the leadership team and all em-ployees co-created the strategy and correspondingtac�cs. atrain provided the pla�orms and formatsto leverage people’s knowledge and engage themin the process. Seven months a�er the first kick-off,the HR strategy was presented to the execu�veboard as well as the supervisory board and signedoff on. Three weeks later (!), OKRs were set and thefirst design sprints were up and running in order toexecute them. “People are not yet 100 percentconvinced but they are impressed and aston-ished about how fast we are.” (Knill, 2019)

The remarkable thing for Maria Knill (2019), LeadHR Strategy, Controlling, and Transforma�on atEnBW, is that almost no stakeholder managementwas needed since everyone had been involved inthe process already. Concerns were heard, ideaswere captured and integrated, and energy created.People reported everything moving extremely fastand that there was a fear of “missing something.”But Maria Knill (2019) emphasizes that “[i]t’s a liv-ing process, a living strategy, a living thing. Wedon’t have a problem to change things in theprocess. And people realize this. That’s what givesus the commitment.”

Although the team is just star�ng the journey andmore robust measures of success will come in at alater point in �me, Maria Knill (2019) noted thather ini�al es�ma�on of how many people wouldsign up for the voluntary sprints was at roughly fiveper cent. She was astonished when 20% of the en-�re department wanted to get involved directly.Maria Knill is excited about the future and con-vinced that EnBW will be successful if they keep“tak[ing] the people in the center of interest be-cause theywill do the transforma�on that we needin our �mes. It’s not numbers, it’s not companies,it’s not AI, it’s not digitaliza�on—it’s the people whodo it.”


14Transforming Roche Diagnos�cs Belgium

Introduc�on

As a division of the world’s largest biotech com-pany, Roche Diagnos�cs is a global market leaderfor in vitro and �ssue-based cancer diagnos�cs anda frontrunner in diabetes management. As a keypartnerwithin the Belgian healthcare sector, RocheDiagnos�cs Belgium (RDB) offers innova�ve diag-nos�c solu�ons and consul�ng services that en-able people and healthcare professionals to receiveresults more quickly, reliably, and efficiently thanever before. In turn, healthcare professionals relyon the data derived from these results to makeconfident medical decisions with and for their pa-�ents at every stage of life.

When Anna-Maria Heuchel-Reinig arrived at RDBas General Manager in 2017, she was determinedto build on past business successes and transformit into a truly customer-centric organiza�on. Thistransforma�on was not only going to focus on newways of working and increased collabora�onacross departments, but also – if not mainly – ondifferent mindsets and beliefs which enable the or-ganiza�on to constantly evolve.

In partnership with atrain, RDB embarked on anopen-ended journey of journeys, touching all levelsof the organiza�on and all four components of theDNA Model of Transforma�on (vision & strategy,processes, culture, and leadership). So how did thisevolve?

Acknowledgement and Envisioning

During a first off-site mee�ng, the RDB LeadershipTeam (LT) addressed differing reali�es about thebusiness poten�al and internal needs to fulfil thispoten�al. As a key outcome, the team memberscreated behavioral commitments to guide their ev-eryday ac�ons. In front of the en�re organiza�on,they courageously acknowledged a gap betweenthe aspired and current levels of customer focus.

The LT con�nued their journey of clarifying their

roles and responsibili�es with an emphasis on or-ganiza�onal needs during �mes of transforma�on.atrain facilitated summits with all leaders on thetopic of strategic agility, including a shared sense-making of the current reality, envisioning of the fu-ture state, priori�zing ac�ons, and agile execu�on.

Behavior, Mindset, and Leadership

In January 2018, Anna shared the vision of a trulycustomer-centric Roche Diagnos�cs Belgium withall colleagues. This marked the next big step in thetransforma�on journey. She also reinforced hermessage by focusing on the ac�ons of clarity andprofessionalism as well as an underlying mindsetthat enable an open andwelcoming culture. Duringmul�ple sessions facilitated by atrain, the LT beganthe deep dive development journey with the helpof 360° feedback results, accompanying debriefingworkshops, and con�nuous alignment sessions.

Structure & Strategy

Relying on the data derived from in-depth empathyinterviews with customers, RDB colleagues wereinformed about what their customers were trulylooking for: a more unified approach and seamlessexperience. This direct and empathic interac�oncreated a sense of urgency to genuinely put thecustomer at the heart of all efforts. To do so, RDBrealized that they needed to redefine the structureof the organiza�on in order to create a truly seam-less customer experience. To support this restruc-turing, the extended LT co-created a new strategywith support from atrain, focusing on empoweredteams that drive change, business effec�veness,and efficiency to solidify themselves as a truehealthcare partner.

Structure, Strategy, Leadership, and Culture

Star�ng in 2019, the LT redefined all leadershiproles, formed a strategic community consis�ng ofleaders and experts, and developed a series of cul-tural commitments for the en�re organiza�on. Theemployee engagement score went up from 64% in2017 to 69%, indica�ng that RDB was on the righttrack, yet s�ll has some way to go. Tough and en-gaging discussions in the strategic community led


15to clear strategic objec�ves for 2020. A key take-away for the organiza�on is that the “so�er” devel-opmental parts of the journey - such as organiza-�onal culture, mindsets, and commitments - are ofutmost importance, as these are the founda�on forengaged collabora�on and long-term business suc-cess.

In late 2019, when RDB moved from its premisesin Vilvoorde to a new shared office space inDiegem – known as the “GreenHouse” - the en�reorganiza�on reached a key milestone and physicaltransi�on. This newwork environment encouragesin-depth exchange and collabora�on via co-work-ing areas and “high focus” zones (Intervest, 2019).

Closing

The RDB driver for 2020 is “Raising the Bar” bycon�nuing to change the way of working and mov-ing towards collec�ve leadership, thus marking anew phase of the journey. Anna notes that “thebeauty of a transforma�onal journeyis that it is an ongoing adventurewhere we regularly adapt our i�nerarybased on what we learn along theway.”

Heuchel-Reinig (2019).


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When to Start

Some Transforma�on Journey of Journeys kick offwhen a newly appointed general manager realizeshis/her organiza�on is in deep trouble and needs afundamental change. Other Transforma�on Jour-ney of Journeys just happen, with one thing leadingto another—as men�oned by an atrain consultant,“We didn’t know that this was going to be a trans-forma�on journey” (Sharma, 2019). For others itbecomes evident that a new ini�a�ve here or thereto mask the need for change is simply not goodenough anymore. The development of a consciousdecision to embark on a journey differs widely, butthe suppor�ng mindset is o�en guided by truetransforma�onal principles.

Transforma�on Principles

At least four different dimensions interplay andneed considera�on when star�ng:

• Pressure to Transform: Pressure can be proac-�ve or reac�ve based on forces both internaland external to the company; understandingand managing that tension during the transfor-ma�on process is cri�cal.

• Awareness of Transforma�on Con�nuality:True transforma�on is open-ended and notfixed in �me or linked to a specific pressurepoint.

• Depth of the Transforma�on: Transforma�onsgo beyond superficial changes, changing theDNA of the company—outcomes of such deepchange are naturally open-ended and changehow the company interacts internally and withthe external environment.

• A�tude: Transforma�ons should be guided by

hope-based principles to drive for deep, open-ended change that meets internal and externalgoals and pushes away from fear-based changethat superficially reacts to immediate threats.

“You cannot convince people to go on a transforma�on journey that they arenot ready for—unless they trust you.”

Neha Sharma (2019)

Ready, Set, Go!

Hope

Fear

Deep

Superficial

Open-Ended

FixedinTime

InternalPressure

ExternalPressure

Figure 9: The Transforma�on Principles Model.


17

“Control is a basic human need. Senior leaders are responsible for the results oftheir organiza�on and their people—it is very difficult for them to accept thetruth that in their role they cannot actually control anything. They can only in-spire, create the framework and condi�ons for people to break through.”

Joachim Stempfle (2019)

How to Start

Transforming an organiza�on to reach its full po-ten�al can be daun�ng but it is not as complex assome consultancies might want you to believe(Hughes, 2011). Oversta�ng transforma�on com-plexity can prompt fear-based investment inequally complex plans, �cking boxes (e.g. Jacque-mont, Maor, & Reich, 2015), which convenientlyoffers consultancies the opportunity to blame mis-takes and unintended outcomes on a) not havingfollowed their plan or b) not having completed allini�a�ves. While transforma�on is not necessarilycomplex, it is also not easy—par�cularly when itcomes to developing doing and being. atrain’s ap-proach embraces the fact that Transforma�onJourney of Journeys are ambiguous, messy, itera-�ve, and might take �me (Stempfle, 2019)—we arecommi�ed to this truth and ready to accompanyyou on that journey. We believe that the peoplehave everything it takes to transform the organiza-�on. If we engage those people, they will find an-swers to the most pressing ques�ons.

Understanding, internalizing, and embracing thisreality creates a genera�ve force, “[…] just as visionbecomes a genera�ve force” (Senge, 2006). Lead-ers need to realize this before other transforma�onefforts are put into prac�ce. Paradoxically enough,transforming the vision and so�ware (see above) iso�en only possible a�er having worked on thebusiness and strategy side. Leaders are more ac-customed and open to start the journey on the‘harder’ business side (Stempfle, 2019).

At some point during the strategy crea�on processit might become evident that the vision and pur-pose are not reflec�ng the ul�mate poten�al of the

organiza�on. Clarifying this as an intermediate stepbefore re-vis�ng the strategy will bring the neededdirec�on. It might also create the realiza�on that afundamental transforma�on is needed that goeshand in hand with genuine investment of the orga-niza�on to create the space for the people to ac-�vely shape the journey. It’s a dynamic process, it’smessy, it’s itera�ve. It’s a Transforma�on Journey ofJourneys.


18

We believe in a true transforma�on that focuses onthe poten�al of the organiza�on and the people init. Such transforma�ons are characterized by a hu-man-centered approach, where early adop�ngleaders live and co-create the transforma�on withthe rest of the organiza�on. atrain's transforma�onapproach leverages these beliefs, drawn from re-search and direct experience with clients. Our DNAModel of Transforma�on codifies the importanceof leadership and total change—vision, strategy,hardware, and so�ware. Co-crea�on processes in-clude all levels of the organiza�on and ensure eachjourney is unique. Our examples of different jour-ney possibili�es and real success stories onlyscratch the surface of what is achievable with amindset that embraces transforma�onal principles.

If you worry that changes at your own organiza�onare missing the deep issues and not fully preparingyou and your colleagues to meet future challenges,let us help you transform your anxiety to excite-ment through authen�c transforma�on that un-leashes everyone’s true poten�al.

Conclusion


19

About atrain

We realize true poten�al.In People. In Organiza�ons. In Society.

USA

Brazil

Germany

Poland

India HongKong

Mauritius

Egypt

atrain is a global HR consultancy with a focus onpeople and organiza�onal development as well astalent selec�on and development. With a localpresence in Brazil, Egypt, Germany, Hong Kong, In-dia, Mauri�us, Poland, and the USA, atrain servesNorth and South America, EMEA, Eastern Europe,

India, and APAC by understanding business andpeople needs, co-designing, facilita�ng, and imple-men�ng holis�c ini�a�ves that create a sustainableimpact.

We realize true poten�al. In people. In organiza-�ons. In society.


20

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Human-Centered Transforma on JourneysofJourneys...2020/11/20 · of successful transforma ons (e.g., Canterino, Cirella,&Shani,2018;Manzonietal,2017).How-ever,thisisagainalimitedview—notonlydothe