Transformational value creation could only happen if one breaks the old pattern of doing things. Otherwise, the status quo prevails to do more of the same and getting more or less the same outcomes. Since maintaining the status quo is the easiest option, the leadership of the organization must play a leading role towards transformational value creation.
This book outlines a practical framework that guides leaders who have strong desire to create transformational value creation. It consists of context, input, execution, output, and feedback.
Context is fulfilling the question of “why” on the need to do the transformation initiatives. Having the right context helps to see things from different perspectives. It provides the fertile ground to connect the unrelated bytes of information to get the “eureka” moments. Examples of great visionaries such as Henry Ford and Thomas Edison are used to reveal the dynamic linkages between visioning and ideation that resulted in transformational value creation of their chosen industries.
The input, output and feedback provide detail information (what, where, when and who) to properly define the problem. Without these data, problem solving effort is going to be based on a very shallow foundation that lead to yet unsolved problems. The execution is to answer the “how” question. To ensure flawless execution, there is a need to prepare the necessary foundation of execution in every organization.
To ensure the realization of transformational value creation, all the five elements must be in existence. If any one of them is missing, the promised transformational value creation shall cease. The unfortunate fate of Ford Motor Company was sealed when Henry Ford refused to listen to the feedbacks from his stakeholders.
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