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Are these not the wisest words said when thinking about the role of technology and transformation? Thank you, John C Maxwell, for the framing of what I'm about to talk about. 

I have had my fair share of digital transformation experiences like most of us in the 'business', some good some less so, I am sure. Like many of us, the debate rages on as to the reasons why failure and success are intertwined at times lacking any rhyme or reason. 

I have a hypothesis on this. Two actually, though tightly connected.

First, often we run digital transformation projects using what I call GPS Logic, I'll explain.

In our cars we will use GPS to lay out the journey ahead for us, to take away the cognitive effort to figure out the route. We use GPS to make it easier, to give us a semblance of outcome and a predicted time of arrival. GPS logic helps us feel safe when we order things online, building our plans around the delivery of the all-important gadget or shopping basket. GPS logic is our go-to answer when ambiguity and uncertainty may knock us off course. Sound familiar?

In change and transformation terms this programmatical mindset serves us well. We are disciplined and trained to design the route minimizing risk and maximizing outcome. We want to know when to turn left or right, what obstacles might delay us, and what the expected time of arrival looks like. GPS logic is our friend until it becomes our foe, and we miss what is hidden in plain sight.

This is where the second hypothesis kicks in. As humans, we do not believe that using GPS logic is a problem and as a result downplay the human-centered focus that we feel slows us down and is not as smart and fast as we need. Meaning we allow those pesky biases, overconfidence, and confirmation to anchor us on a particular decision or point of view. We use data to help us along the way, and when enough of us agree, then that other gremlin that haunts many a meeting or groupthink slips in to give us the utmost assurance that our journey is good to go, and that we have considered all the pitfalls and bumps in the road.

I believe we do this because we want to believe we are being agile. Modern life dictates that being agile, going faster and smarter is the way to survive and thrive. Agile has been the codeword in change and transformation circles for a lot longer than we would like to admit, I have had my share of agile program meetings and stand-up corridor sprints; and the one thing I can now reflect on is that whilst the agile mindset makes a lot of sense, its the adjacency of the word - agile - to another word - fragile - that worries me.

Both of my hypotheses under scrutiny may provoke alternatives and that is the point. 

My work is helping people and teams to run programs, initiatives, and strategies to rediscover human thinking. Not to criticise, but to offer some pragmatic techniques, Empathy Maps,  PreMortem Workshops, and Cynic Clinics are just a few. I declare I am an advocate of the Design Thinking philosophy.

As you read this you may counter-argue that your focus is on absolute and tangible matters, costs, resources, programs, artifacts, governance, and measurement; we are appointed and measured on our abilities to achieve as such. Our day job is not in the clouds, often in fact, its down in the weeds. We may claim that we are comfortable that a social outcome is on our KPIs and performance metrics. After all, a well-established cadence in understanding human responses is pivotal when we aim to lead and navigate through change successfully, it sits alongside sustainability and financial prudence.

But is GPS logic enough? and What about psychologic?  That side of human behaviour that does not conform to straight lines and predictability, behaviour that confounds what we thought would happen.  Some will argue that they have considered the human outcomes by conducting in depth surveys , developing personas , running pilots and building user forums. And they are not wrong but is it enough?

Can't we have both? Is it possible to succeed with change and transformation to achieve what Maxwell spoke about? Growth as well as change.

What does it take for leaders to straddle both sides of the logical fence? Well, it begins with a substantial dose of humility and trust, coupled with a curiosity to explore 'how' and 'what if' when discussing our goals and aspirations. I firmly believe that when these human qualities are at play - not to mention the importance of healthy conflict - the odds of a program's success significantly increase, in my humble opinion.

I am here at FW Consulting to help people with this. It can be messy at times but that's the point, human logic is a messy thing. Being able to foster courage round the table to identify and challenge has to be a priority for anyone driving successful transformation.

if this is you drop me a line at prussell@fwconsultingservices.co.uk.

Paul injects enterprise experiences to help FW Consulting clients explore ways to inject anti-fragility into how IT supports their business through his design thinking led approach. To underline Paul’s human centred approach he became a first-time author in 2022, with his book, Even If It Was Free, aimed at helping people demystify the conversation between seller and buyer. https://amzn.eu/d/gPY5C8D.

SOURCE https://johnmaxwellteam.com/the-leading-edge-importance-of-changing-mind/#:~:text=My%20favorite%20John%20Maxwell%20quote,today%20than%20you%20were%20yesterday.