Transformation is everywhere—yet ask ten leaders what it really means, and you’ll likely get ten different answers.
One doodle I have featured from discussions with Richard Copley this week which breaks it down simply:
Sounds logical if not a little too simple- it was a 5 minute chat! And does it really matter? And more importantly, do organisations care enough to get this right? 🤔
Imagine an organisation rolling out a new digital platform—it’s positioned as “transformational.” Leaders are excited, big investments are made, and teams go through training. But beneath the surface, nothing truly shifts. Recognise this? I do. Message me for the story! So ..
🔹 The Strategy hasn’t evolved—so decisions are still made through an outdated lens;
🔹 The Operating Model is the same—meaning teams are still structured and rewarded in ways that maintain the status quo; and
🔹 The Enterprise Architecture hasn’t changed—so the new system is layered on top of legacy ways of working.
What looks like transformation is actually just a system upgrade. Real transformation happens when the organisation itself operates differently.
The Truly Transformational™ paper argues that real transformation happens when organisations don’t just do different things—they become different.
If your transformation is only touching Systems and Operations, you’re likely in a change cycle rather than a fundamental shift.
✅ A change project improves efficiency; and
✅ Transformation redefines the business itself.
As Gary Burke, author of The Transformation Lens, I think described at a Change Management Institute event I attended, pointed out:
“If it changes the (fundamental) Operating Model, it's transformation.” (and there was much more unpacked)
This distinction is crucial. Operating Models determine how an organisation actually functions, from decision-making to resource allocation. Tweaking processes isn’t enough—real transformation reshapes the way a business works at its core.
I remember a well-known retailer (think top end local Petrol Station / Goldmine!) once tried to digitally transform by implementing a cutting-edge e-commerce system. But they didn’t rethink their operating model, supply chain, or enterprise architecture. The result?
📉 Teams still operated in store-first mode;
📉 The system was designed for an organisation that no longer existed in customer expectations; and
📉 The company lost relevance because they changed their systems without transforming their business model.
One of the most well-known cases of unexpected transformation is Netflix’s shift to streaming. Initially, Netflix framed streaming as a technology upgrade—a way to complement its DVD rental business. The idea was simple: offer customers a digital alternative to receiving DVDs in the post.
But what seemed like just a change—an added convenience—ended up fundamentally transforming the company’s operating model, customer engagement, and revenue streams. The shift forced Netflix to rethink licensing, content production, data analytics, and subscription models, moving it from a distribution business to a global entertainment powerhouse.
This wasn’t just a change in how customers accessed films—it became a full reinvention of the company’s purpose, infrastructure, and industry role. Netflix didn’t just adopt a new technology—it became something different.
It’s a powerful reminder: Sometimes, the biggest transformations don’t start as transformation at all. 🚀
I love an edge case, or when something starts as one thing and becomes 't'other!
Some might argue that change is enough—why overcomplicate it? But as businesses face increasing disruption, the question isn’t whether to change or transform. It’s whether we’re thinking big enough to stay relevant.
What do you think—are organisations confusing Change with Transformation? And does it really matter?
#TrulyTransformational #ChangeVsTransformation #EnterpriseArchitecture #Strategy #OperatingModels #YourBigPic
