The Transformer’s Voice – Steve Clifford
| Name of Transformer | Steve Clifford |
| Context of Transformer | Steve Clifford has been working in the financial services industry for over 30 years. His most recent role is the CEO of CommSol Associates Limited, a UK based Consultancy Firm. Prior to that Steve was Managing Director and Global Head of Business Change for JPMorgan Investment Management and JPMorgan International Private Bank. |
| Why are transformations important? | The world is changing everyday: the population is changing, customer trends are changing, technology is changing and the economy is changing. Businesses who fail to embrace change can easily wind up as out of date, out of touch and unable to compete under current trading conditions. It is therefore vital that business embrace transformative change to keep their position, their clients, their competitive edge and most importantly their reputation. |
| How can you make transformations a success? | Managing an organizational transformation is like trying to change the wheels on a bike while you’re riding it. You have to take the organisation apart and put it back together in a new way, and you have to keep the business running at the same time. It’s a lot to ask, and the senior leader bears much of the responsibility. Transformational change success is as much about leadership and engaging the leadership as much as anything else: 1. Make the transformation meaningful Whether employees buy into a change effort can spell the difference between success and failure. Senior leaders tap into employees’ energy by making the transformation personal and openly engaging them. 2. Be the change you want to see the mindsets and behaviour you want to see When you’re asking others to transform how they get work done, it’s incredibly powerful for the leader and the transformation team to transform how they get work done as well. Learning to be humble, to listen, and to trust intuition as well as analysis helps. Be part of the team and let the team feel they have a voice in the process. 3. Build a strong and committed transformation team It’s likely that not everyone in the team wants — or is able — to change. Ask yourself about each one: Does this individual know what they must do to make the transformation succeed? Is it clear what will happen if they don’t get on board? Do they have a chance to build the skills they need? Have the target mindsets and behaviours been understood? Taking tough decisions can have a surprisingly positive impact on the rest of the organisation. High performers become more motivated, low performers opt out, and those in the middle realise they need to raise their game. 4. Relentlessly pursue impact In a change effort where real value is at stake, there’s no substitute for simply getting involved in the details. Kicking off a transformation is one thing and sticking with it is what really counts. |
| What advice would you give to someone embarking upon a transformation? | Listen, be part of a team, be part of the solution and embrace it. For transformation to occur you have to go for it and believe in the outcome. Be part of the solution, not part of the problem and most importantly, enjoy it! |
