Do We Really Know Where to Start?
When asking for directions, the worst answer you can get is: “Well, I wouldn’t start from here.”
And yet, when it comes to change and transformation, that’s often how it feels. Organisations wrestle with the same question:
👉 Do we begin with “Where We Are Now” or “Where We Need to Be”?
At first glance, it seems like a straightforward choice. But, as we’ve learned from experience (and from a lively discussion on LinkedIn!), this is anything but simple. Transformation is never linear, and starting points are rarely clear-cut.
So, how do we decide?
We learn most from multiple perspectives. For example, Gary Burke put it best when he said:
"As for whether 1 or 2 comes first, I don’t think it’s an either/or decision. Any genuinely transformational change will involve lots of moving and interconnected parts—it’s crucial to understand how they interact."
This aligns with what we see time and time again: organisations often think they know where they are now, but gaps emerge as they start looking deeper. Similarly, many set ambitious transformation goals without realising the cultural, structural, and systemic shifts required to make them possible.
💡 A better question to ask might be: Do we truly know enough to decide where to start?
Hywel Griffiths highlighted this when reflecting on past change projects:
“Most organisations I worked with insisted on starting with a current review, which would be their foundation for the implementation of change.”
This is a common instinct. A solid understanding of the present state can be valuable—but if treated as the only way forward, it can lead to analysis paralysis and limit bold thinking.
On the other hand, starting with “Where We Need to Be” can be inspiring but might not properly acknowledge current constraints.
Perhaps the most insightful takeaway came from Gary Burke:
“An organisation with good governance, a good culture, and good leadership is more likely to make better informed decisions and be successful.”
Wherever you start, success depends on having strong leadership, the right conversations, and an ability to connect the past, present, and future.
👉 Louise Ebrey reinforced this by reminding us that good sponsorship and a focus on benefits over outputs are key to keeping teams engaged in transformation.
Maybe a more useful approach is to look at certainty. Rather than debating the starting point, we can ask:
We and I often talk about Thresholds to Breach—the idea that before taking action, we need to assess how much certainty we have about different aspects of change.
This isn’t just theoretical. It’s a practical exercise we use @YourBigPic—allowing teams to map out what they truly know and what remains unknown.
One method we love is the War Room Approach—where the current state is mapped out on one wall, and the future vision is on the opposite wall.
Why does this work? Because it allows teams to stand in the same space and see the connections between them. It moves the conversation beyond either/or thinking and lets teams navigate the real journey between the two.
This is a good time to revisist the Six ITs as one way to explore new thinking to break the deadlock. This approach helps organisations assess change through different lenses, avoiding the trap of assuming we already know the right starting point.
The Six ITs in Action: How to Determine Your Starting Point
Instead of asking, Should we start with Where We Are Now or Where We Need to Be? ask:
✅ Do we need to better understand our resources? (Resource IT)
✅ Are we engaging the right people and perspectives? (Collabor-IT)
✅ Is the challenge clearly framed, or are we seeing only symptoms? (Frame IT)
✅ Are we thinking creatively about the solution? (Innov-IT)
✅ Are we tracking progress meaningfully? (Measure IT)
✅ Are we iterating and improving along the way? (ITer-IT!)
Rather than assuming there’s a perfect starting point, the Six ITs guide organisations to discover what needs attention first—ensuring change is both deliberate and adaptable. We need to unpack these further- for next time ..
The real answer? It depends. Arghh no way- don't you hate it when that happens?!
❌ Avoid jumping straight to solutions;
✅ Assess what we truly know about our current and future states;
✅ Ensure governance, culture, and leadership are aligned; and
✅ Use frameworks like the Six ITs to surface the right questions.
And as Paul Kelly pointed out:
"Emergent vs planned change. Agile vs waterfall. Phasing. Lots to unpick here!"
Indeed—there’s no single answer, but by engaging in the right conversations, organisations can build readiness, alignment, and clarity no matter where they begin.
Let’s not rush into change without first understanding our readiness. Maybe the real first step isn’t choosing where to start but ensuring we’re asking the right questions before we begin.
So .. what’s the first question you’d ask your organisation today?
We’d love to hear your thoughts. Have you faced this challenge in your organisation?
Which has worked best for you—starting with “Where We Are Now” or “Where We Need to Be”?
In the meantime, we'll mull over the Six ITs treatment and share more in the next connected story,
