Traditionally, transformation efforts are organized as programs with a defined beginning and end. Rooted in a change model popularized by German American psychologist Kurt Lewin in the 1950s, this approach involves three stages: 'unfreeze, change, and refreeze.' Although it is effective for discrete projects like implementing a new payroll system, this model falls short in today's dynamic business environment.
Transformation programs have become ubiquitous, with more than one-third of large organizations engaged in some form of transformation at any given time. But the conventional model that most companies rely on for transformation has faltered in the wake of today's rapidly changing business environment.
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