About a Transformational Mindset

Transformation suggests change that is intended to bring about a distinguishably different outcome from the current situation. It is more than tinkering with the current operating model — changing job titles, restructuring or implementing a new HRIS. It is broader in scope and more ambitious in outcomes. To be transformational means adopting a mindset with three distinct characteristics:

·         Systems mindset. All organisations are 'open systems'. They are systems in that they function through the interaction of different parts: change in one part of the organisational system will have an impact on other parts. So, for instance, we cannot deliver technology change without also addressing work processes, structure, people and culture. Organisations are 'open systems' in that they can influence and be influenced by the external environment.

·         Process consulting mindset. Change is not linear and involves working through a set of dilemmas. An example of a dilemma might be where responsibilities lie for people management between line managers and HR professionals. To make change stick we need to work with our internal clients — step by step — so that we continually confront reality, understand emerging information and define ways forward that our clients will own. This does not mean abandoning our expertise, but it does mean that we need to deploy our expertise in a way that enables our clients to own solutions. 

·         Project mindset. Using the principles and approaches of project management will enable you to organise and shape change more effectively. In this way, activity and effort are focused on the work that will add most value, work-streams are better integrated, benefits are tracked and proper governance is put in place. 

A number of key models and frameworks that shape a transformational mindset are presented below. These are not only helpful in securing the effective transformation of the HR function but critical to HR's transformed role of strategic partner.

As Figure 1 illustrates, at the heart of a transformational mindset sits contingent thinking. Contingent thinking is about finding solutions that are relevant to each organisation's situation — we take account of the particular circumstances and context within which we are working. Contingent thinking moves us away from attempts to adopt 'best' practices used in other organisations, without first adapting them to our situation. Of course we must learn from other organisations. But, we must work out for ourselves the solutions that will best serve our organisation and which will help us sustain competitive advantage.

Figure 1: A transformational mindset.