Rather than express a clear, distinct definition of “transformation” consistent with experts in revolutionary paradigm change, “Seven Key Actions for Organizational Transformation“ from McKinsey&Co promotes vague (some might say “impoverished”) views of such change.
These views often refer to changes that are “big”, “massive”, “complete”, etc.
What they lack are precision definitions of necessary & sufficient conditions for is Although popular, Perhaps shared by many, while others seem to go to nearly zen haiku-levels of market-speak:
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McKinsey’s said: “Want to transform? You need Will, Skill, Rigor, and Scope.” Sounds like they’re assembling the Avengers of corporate buzzwords…which too-often comes across as: “How to Change without *REALLY* Changing.”
Meanwhile, in the specialist realm of revolutionary perspectives Andersen, Barker, and Chen (ABC, et al) regard real “revolutions” as entailing new paradigms—like when we thought the Sun circled a flat Earth, or Pluto was a planet…
(Sorry flat-earthers & old solar system posters..).
General usage of “transformative” and “transformation” now entails subjective standards like how leaders *feel* about a change. It now includes doing a bit more than we thought possible…or at lower cost, or even lot more of essentially the same thing. Until consultants started hyping it, these didn’t count as transformations.
Mostly, we see something like rearranging deck chairs on the Titanic & claiming we’ve reinvented the cruise industry.
Less: “scientific revolution” – More: “Extreme Makeover: Boardroom Edition”.
(See: McKinsey & Company).
According to M&C, transformation requires changes “so deep they alter your company’s DNA”.
That’s right!
They’re not just selling us a new management strategy—they’re offering genetic engineering for businesses. It’s like CRISPR for spreadsheets.
Andersen, Barker, and Chen would approve—except McKinsey’s version sometimes feels like it’s aiming for a revolution but settles for a makeover montage instead.
We should envision “Rocky training montage” but with PowerPoint slides and less cardio. It’s transformation, but make it corporate—where the real victory is closing that Excel spreadsheet!
In “The Secrets of Transformation Success”, McKinsey tells us transformation success is all about setting big goals and moving fast. Like, really fast!
Think: Usain Bolt…in a suit and tie……running at $2,450/hr…
They suggest we should dive headfirst into change like we’re late for our own wedding.
Unlike ABC’s idea of smashing old paradigms, McKinsey’s more in line with: “Hey! Let’s put a turbo on this wagon and call it a Tesla.” Sure, it’s faster and shinier, but underneath? Same group-think clunker.
Revolutionary? Like a spin class…sorry.
In short: McKinsey’s transformations are great if we want to slap a fresh coat of paint on the old house at a high price. But if we’re looking to replace it with a skyscraper, we’d best stick with ABC’s blueprint:
Andersen, Barker, Chen (ABC) regard real “revolutions” as entailing new paradigms—like when we thought Pluto was a planet…but surprise: It’s not.
It’s as if rearranging deck chairs on the Titanic enables us to claim we’ve reinvented the cruise industry. (Less: “scientific revolution” – More: “Extreme Makeover: Boardroom Edition”. (See: McKinsey & Company).
According to McKinsey, transformation requires “so deep they alter your company’s DNA”.
That’s right!
They’re not just selling us a new management strategy—they’re offering genetic engineering for businesses. It’s like CRISPR for spreadsheets. Andersen, Barker, and Chen would approve—except McKinsey’s version sometimes feels like it’s aiming for a revolution but settles for a makeover montage instead.
Think “Rocky training montage” but with PowerPoint slides and less cardio. It’s transformation, but make it corporate—where the real victory is closing that Excel spreadsheet.
In “The Secrets of Transformation Success”, McKinsey tells us transformation success is all about setting big goals and moving fast. Like, really fast—think Usain Bolt…but in a suit and tie at 2,450 dollars/hour.
They suggest we should dive headfirst into change like we’re late for our own wedding. But unlike ABC’s idea of smashing old paradigms, McKinsey’s more in line with: “Hey! Let’s put a turbo on this wagon and call it a Tesla.” Sure, it’s faster and shinier, but underneath? Typically the same old horse-drawn cart of corporate-think.
Revolutionary? If we also count a spin class…
In summary: McKinsey’s transformations are great if we want to slap a fresh coat of paint on the old house. But if we’re looking to replace it with a skyscraper, we ought to stick with the ABC blueprint and deliver something rule-breaking with new, better rules.
