Managing Transformation Through Vested Outsourcing

You hear a lot about transformation these days – what it is, how to do it and why it is needed to keep ahead in a dynamic business world.

An article by strategic transformation consultants Marcia Daszko and Sheila Sheinberg looks deeply into the critical need to really understand transformation and what it entails. The title is apt: “Survival is Optional: Only Leaders With New Knowledge Can Lead the Transformation.” They write that transformation is an overused and misunderstood word in organizations: “Unfortunately, few individuals understand transformation or why there is an imperative for transformation, not merely incremental or transitional change. Often, people confuse transformation with any kind of change, technology breakthrough, innovation, process improvement or transition. However, few changes are truly transformational.”

They continue:  “Transformation is the creation and change of a whole new form, function or structure. To transform is to create something new that has never existed before and could not be predicted from the past. Transformation is a ‘change’ in mindset. It is based on learning a system of profound knowledge and taking actions based on leading with knowledge and courage.”

When I read that I said wow! – that summarizes the transformative power of Vested Outsourcing! Vested embraces and implements the “new knowledge” that Daszko and Sheinberg write about.

Daszko and Sheinberg identify five elements involved in the transformation process: Awakening, Vision, Method, Learning, and Integration.

Flexible transformation management processes are needed to help organizations understand the business and each other while staying aligned in a changing business environment.  And this is why a Vested agreement – if properly structured – includes transformation management as a key process embedded into a Vested agreement through a formally documented governance structure.   A Vested agreement creates mechanisms (see The Vested Outsourcing Manual) for dealing with those changes to ensure that the organizations stay aligned and continue to work effectively together toward their Desired Outcomes.
This helps a Vested partnership embrace change and transform the enterprise into an entirely different outsource endeavor. This is crucial, because the one thing that is certain is that change is the only constant. Change creates pressures on even the steadiest of relationships. Transformation management processes allow the agreement to evolve in a controlled manner. They should support—not hinder—continuous improvement, creativity and innovation.
Daszko and Sheinberg conclude that it is necessary to transform, “not merely change or improve if we are to create a viable future. It will take leadership with profound knowledge and courage to have the stamina and commitment that transformation requires.”
In these changing times they outline a clear and thoughtful path to transformation that I believe also parallels the Vested way.


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