Breaking the Digital Transformation Fatigue Cycle
How Phased Changes Outperform Big Bang ERP
Background
Organisations are akin to organisms, a connection rooted in their Greek etymology and conceptual similarities. Both entities rely on principles of structure, interdependence, and adaptability to achieve specific goals. In an organisation, departments and units depend on each other to meet overall objectives, just as organs and systems within an organism work together to maintain health and functionality.
Systems theory, which examines complex interactions and interdependencies, applies to both biology and organisational theory. This perspective emphasises how organisms and organisations must adapt to external changes to survive and thrive. You can’t break the laws of nature. Concepts such as resilience and adaptability were organic long before they were applied to business structures.
Essential Points
This analogy encourages us to rethink organisational transformation in a way that aligns more naturally with human behaviour rather than the rigid, industrial approaches of the past. The goal should be to maximise growth (transformation) with minimal effort, similar to efficient biological processes.
In the world of bodybuilding, the traditional approach to body transformation, epitomised by Arnold Schwarzenegger, involved long periods of sustained, intense training. This method required multiple daily sessions, up to six days a week, with limited rest periods and extensive nutritional intake. It was all consuming.
Then came bodybuilder Mike Mentzer, who introduced a revolutionary concept: transformation programs focused on short, intense periods of execution (lifting heavy weights) followed by significant rest periods (recovery). Mentzer believed that one could either undertake a hard program or a long program, but not both.
Mentzer's rationale was that prolonged high-intensity programs hindered growth by reducing the body's recuperative abilities. Optimal results could be achieved through a program that was intense enough to stimulate growth but short enough to allow recovery. Traditional programs tried to accommodate this with systematic de-loading, where training continued but with reduced intensity for a week or so.
Mentzer's core philosophy—that the body, much like an organisation, cannot sustain prolonged high-intensity strain without detrimental effects—highlights why big bang ERP implementations are fundamentally flawed. These large-scale, intense projects promise comprehensive transformation but typically lead to organisational fatigue rather than the desired change.
Unlike contemporary PaaS programs, big bang ERP implementations demand vast resources, extensive training, and significant changes in business processes simultaneously. This relentless, long-term pressure can lead to burnout among employees, decreased productivity, and reduced organisational resilience, similar to a body breaking down under constant high-intensity workouts.
Moreover, the protracted timelines of these implementations keep the organisation in a constant state of flux, never allowing it to settle into a new equilibrium. This perpetual change can be exhausting, leading to "longitudinal organisational fatigue."
Just as the body needs rest to grow and strengthen after intense exercise, organisations need time to absorb, adapt to, and integrate changes effectively. Without this recovery period, changes may not take root properly, resulting in a fragile transformation that cannot withstand future challenges.
In contrast, adopting a phased approach similar to Mentzer's philosophy—focused, intense periods of change followed by significant stability and consolidation—can be more effective. Implementing smaller, manageable changes in phases allows organisations to achieve growth without the debilitating effects of large-scale fatigue. This method enables continuous improvement and adaptation, allowing organisations to respond to new challenges more flexibly and resiliently.
Phased implementations also allow for regular feedback and adjustments. This iterative process means issues can be addressed promptly, preventing small problems from escalating into major setbacks. In big bang implementations, the scale and complexity often make it difficult to identify and correct issues quickly, leading to larger, more costly problems.
My Take
Just as the body thrives on a balance of intense exercise and rest, organisations thrive on a balance of focused transformation and periods of stability. Big bang ERP implementations, with their prolonged intensity and lack of recovery time, are more likely to lead to organisational fatigue and failure. Instead, a more natural, phased approach to transformation, akin to Mentzer's philosophy, is likely to yield sustainable growth and long-term success. This approach respects the inherent resilience and adaptability of organisations, leveraging these strengths to achieve lasting change.
As a footnote, it's important to highlight the impressive achievements of both Arnold Schwarzenegger and Mike Mentzer in the world of bodybuilding. Schwarzenegger secured seven Mr. Olympia titles, showcasing his dominance and dedication. Mentzer, while winning the Mr. Olympia Heavyweight title only once, influenced the sport profoundly with his training philosophy. His protégé, Dorian Yates, exemplified the effectiveness of Mentzer's methods by winning six Mr. Olympia titles in the 1990s, achieving this remarkable success with significantly less training time than his competitors.