Organization Performance Partners

In the first two in this series, I outlined a framework for identifying five fundamental types of organization transformations and explored why digital transformation is a means rather than a fundamental type. This post is about what to do once you know which type(s) you're in. Across dozens of engagements, certain navigation principles have proven relevant regardless of the type of transformation, while some guidance is type-specific. Universal Principles 1. Articula

Every organization is either in the middle of a digital transformation or about to start one. It is the most discussed, most invested-in, and most written-about category of organizational change of the last decade. This is very debatable, but in my opinion, a digital transformation is not technically a transformation type. Let me be clear. Digital change is real, consequential, and in most organizations, absolutely necessary. AI integration, platform modernization, automa

There's a key reason transformation efforts often stall or sub-optimize despite genuine commitment and significant investment. In my experience, the challenge usually begins earlier in the effort — not in execution, but in diagnosis. After working with dozens of organizations across industries, I've found that virtually every transformation challenge falls into one of five fundamental types. Each has its own character, its own drivers, and its own navigation approach. Each

In the past 18 months I have helped three companies install new Sales models. The work included stepping back and articulating market changes that were impacting sales/renewals, outlining the current sales motions and operating models, outlining future-state models that will close gaps and better drive sales outcomes, clarifying the roles and infrastructure necessary to execute the new models, and building capability and success profiles that serve as the foundation for talen