For several years, a new role has been emerging in corporate organizational charts: that of Transformation Director. It’s likely that this position appeared with the rise of the digital revolution, replacing roles such as continuous improvement manager. But beyond the title, what really lies behind this function, which has become crucial for today’s companies? With nearly a decade in this type of position, I share in this article my vision based on my own experiences and reflections.
A Response to the Profound Changes of Our Time
I hear the questions flying: but what’s new? Why didn’t this position exist before? Simply because organizations were not subject to such rapid and unpredictable changes. The digital revolution has accelerated this need for adaptation, and Kodak is often cited as an example of a company that failed to make the digital transition.
In my environment, that of aeronautics, we have gone through a succession of crises in just three years: the COVID crisis, followed by the aeronautical crisis with a drop in orders, then the component crisis, and finally the talent crisis. These events have transformed our organizations, forcing them to pivot and adapt to survive. For my part, this intense period allowed me to experience these changes in real time and fully apply Samuel Beckett’s maxim: “Ever tried. Ever failed. No matter. Try again. Fail again. Fail better.” I learned a great deal, not only about the technical challenges of transformation, but especially about the capacity to absorb large-scale changes. This is one example, there are many others, but what’s interesting in the story as I experienced it, is that the CEO (Chief Executive Officer) who was at the head of the organization I supported decided to rely on internal resources to lead his transformation, with a few consultants occasionally helping to accelerate key moments of the transformation, thus contributing to building up the skills of my team and myself
The Role of the Transformation Director
The Transformation Director’s mission is to orchestrate change in line with the strategic vision defined by the CEO. Often, the CEO has a clear idea of what he wants to achieve, but he is tempted to imagine that everything can be accomplished with a snap of the fingers. The role of the Transformation Director is therefore to structure this transformation as a project in its own right, involving a defined ambition, action plans, key performance indicators (KPIs), impact analyses, and a change management plan.
To carry out this mission, two key skills are necessary: program management and change leadership. Very often, the transformation directors I work with master one or the other of these aspects, depending on their background. Those from “operations” focus more on program management, while those from human resources are more oriented towards change. But for the transformation to have a lasting impact and generate real overall performance, it is essential to find a balance between these two dimensions.
A Passion for Operations and Human Aspects
What makes this position exciting is the alliance between the operational side (the “blue”) and the human side (the “green”). This unique blend allows for intervention at all levels of the organization, defining processes while engaging teams in the adventure of change. And of course, while some skills can be acquired through training, experience is an essential teacher in this profession.
Soft Skills: Beyond the Obvious
Of course, a Transformation Director must demonstrate structure, listening skills, and assertiveness. But there are two soft skills that I consider paramount, although they are not always at the top of the priority list: a sense of collectivity and resilience.
- Resilience, because a transformation does not happen overnight. It takes time, perseverance, and above all, the ability to stand firm in the face of internal resistance, doubts, and moments of discouragement. Resisting resistance means believing in the long-term vision, even when the winds are against you.
- A sense of community, because a transformation cannot be decreed from the top of an ivory tower. For it to be sustainable, it must be co-constructed with as many people as possible. Of course, there are times when urgency requires top-down decisions. But for a successful transformation to be sustainable, it must be driven by collective intelligence. And ultimately, it’s the mobilized teams, not the transformation director, who will receive the laurels of collective success.
Why This Position Is Flourishing in Our Executive Committees
The role of transformation director is essential today, as change has become the rule rather than the exception. Companies are evolving in an uncertain environment where agility and adaptation are key. This position is not a passing trend, but a real necessity for organizations. At the intersection of operational and human aspects, this role requires resilience, a sense of community, and a long-term vision. While transformations are inevitable, what makes the difference is the ability to lead them with rigor and, above all, by mobilizing teams to build sustainable and shared performance.
Even if, in the future, companies, executive committees, and leaders will have developed advanced skills in change management within their teams, reaching a form of “native transformation,” there will always be a need for a pilot to guide transformation projects, capable of challenging the organization’s habits, and expert in best practices for change management.
