ABSTRACT
This chapter examines the predictable cycle that characterizes companies transforming to become truly sustainable. It presents a model of the Transformational Cycle followed by an exploration of transformation at a deeper level, including what it requires of leaders.
Organizational transformation is profound. While it begins with a vision, often based on imagination, vision alone is not enough. The process of transforming requires hard work, persistence, and vigilance, sometimes over years. It is dramatic and emotional, invigorating and frightening. Transformation has an impact on people personally as it challenges long-held beliefs and values. The chapter asserts that a company can change without transforming but cannot transform without changing. It argues that to become truly sustainable, as defined in this book, many companies will need to transform.
The chapter looks at how transformation differs from other kinds of change and explores how to develop the capacity for transformation at both personal and organizational levels. The chapter offers a step-by-step process for assessing an organization’s sustainability and possible need for transformational change both at the company and individual leader levels. The chapter offers action learning as an effective approach to transformation.
