A short single-speaker piece arguing that using a pilot-style checklist can improve the odds of organizational transformation by ensuring methods, processes, technology, talent, complexity, uncertainty, and human behavior are addressed. The speaker emphasizes that transformation is ongoing (not a finite project) and asks who should own ongoing checklist management, inviting comments.
It's no secret that most transformations don't go particularly well, so if yours is right now, well done. One transformation readiness step to increase the odds of success is to follow a checklist like those used by airline pilots. This ensures the methods, processes, technology, talent, complexity, uncertainty and human behavior are all sufficiently understood in, included and effectively covered before and during transformation. Given that transformation is an ongoing process, unlike a project which has a start and an end, who do you think should take responsibility for the ongoing management of such a checklist? Let me know in the comments below.
