Given that there is no single magic bullet, the path to transformation is best navigated by focusing on the journey. This principle is well echoed in the caution by Governor Swan of the movie, Pirates of the Caribbean: “Even a good decision if made for the wrong reasons can be a bad decision.”
Toyota’s Andon cord system, which enables any frontline worker to halt the assembly line at the first sign of a quality issue, indicates that attention to process health outweighs throughput.
At launch, this means having simple, adaptable workflows that can be refined as the enterprise learns. Technology should be a facilitator rather than an overload of information. Milton Hershey started with small-scale confectionery production and iteratively refined manufacturing processes, gradually scaling while maintaining quality to eventually become The Hershey Company.
Creating safe spaces to test ideas and absorb lessons helps build a culture of experimentation. Customer feedback loops enable business model and product iteration. SC Johnson experimented with wax (polish) and other products through the early-to-mid-1900s as evolved intos product lines – it had its administrative office built by Frank Lloyd Wright to symbolize their innovative spirit.
In the growth phase, it means standardizing and modernizing technology and operations while retaining the heritage value. As John Deere scaled up in the 1980s, it attempted to retain its agricultural craftsman heritage.
Process mining tools such as Celonis or Minit can help firms track, map, and analyze actual operational flows, allowing leaders to focus on structured improvements. A transformation driven by clarity of thought is more valuable than one driven by control.
Aligning teams with shared purposes and incentives helps to achieve a moderate risk-taking culture. Expanding products and offerings carefully and layering on a strong digital foundation allows for the requisite personalization. Pioneering new sustainability practices in both manufacturing and distribution can help differentiate a brand.
In the mature phase of automation, analytics, and process and technology controls should be the focus of attention. Often, this involves a manufacturing company automating its assembly line or a financial services firm deploying data analytics to detect fraud or automate compliance processes.
Embedding ideation and experimentation into the usual organizational routine drives the desired culture of innovation. 3M is an exemplar. Similarly, business model relevance can be retained by tweaking prices or optimizing channels.
In the decline phase, culture, customer experience, sustainability, and business models should collectively contribute to restoring trust, emphasizing loyalty, and identifying avenues for generating new value.
During Apollo 13, when systems started to fail mid-flight, flight director Gene Kranz issued the instruction: “Work the problem.” This attitude, problem-solving within known constraints, requires teams to respect the process of scaffolding.
Across the phases, developing routines, celebrating small wins, and internalizing change built durable capabilities. By valuing the process, enterprises cultivate resilience and adaptability. As Dory of Finding Nemo advised, “Just keep swimming,” because persistence through uncertainty pays off.
