People powered transformation

Transforming services is one thing. Involving people in the process is another.

We often observe a disconnect between the culture of service transformation that organisations say they want to create and the behaviour they actually demonstrate.

Healthwave was founded out of a realisation that evolving digital healthcare services aren’t serving the very people they are supposed to help - in fact often potential users aren't even being engaged, raising the question: is this because no-one has asked people what services they need and how can they most usefully be delivered?

And it's not just digital, as products and services evolve, whatever their form, failure to invest in connecting the people-divide results in them being disconnected from the very support they need.

But what does people-powered transformation look like?

In part its culture - it's making the process more human. It often means understanding vast and complex groups of people and how to connect with them effectively ahead of any technological system integration or introduction of new products or services. People-powered transformation means cutting through the technical noise, the complexity of service transformation to reach our target audiences − we know that the power of human connection is what powers innovation.

Whilst change is often the default state, people are often resistant to it. Even if the new idea or approach is the most brilliant thing ever, or your change agenda is for the progress of humanity, there will always be a series of challenges.

Preparing for change means anticipating resistance and any derailment efforts. As ideas or new approaches are introduced there will undoubtedly be resistance at all levels that needs to be navigated. Resistance isn't always clear, direct, or open.

Takeaways

  1. People are the most important part of any transformation programme or initiative.
  2. Whilst change is often the default state, people are often resistant to it.
  3. Preparing for change means anticipating resistance and derailment efforts.
  4. If you want to succeed in transforming services, you need to understand what drives people's behaviour and how they respond to change.

By acknowledging and incorporating the people agenda into every aspect of organisational change, citizens (including the workforce itself) are empowered as the positive driving force that all large-scale transformations require to be effective. While leadership teams can instigate a new change agenda, it will be the people who determine its success.