by Hal Gregersen and Roger Lehman
Leaders can better manage large-scale transformation by helping employees adapt to new identities rather than new tasks.
In a recent workshop, we assembled a group of managers involved in large-scale digital transformation initiatives in their various organizations. As part of the discussion, we first asked them how they would describe their roles in those change initiatives. (…) Next, we asked them to imagine the digital transformation really taking hold and to name roles that would be most valuable in driving that success. And here was the interesting disconnect: For the most part, their answers to the two questions were different. Evidently, if these managers wanted to have a meaningful impact on their organizations’ futures, they would have to do some role adjustment.
Read the article at the MIT Sloan Management Review.