In order to professionalize transformation processes, a generally valid approach with a structured use of terms is necessary. In his contribution to the anthology "The Enterprise Transformation Cycle" Thomas Czekala provides the ETC with a theoretical foundation by developing criteria for a successful transformation. In this interview, he provides an initial insight into his operationalization of the ETC.

"The ETC combines practical application with theoretical methodological knowledge" - Interview with Thomas Czekala

Katja Heumader: The Enterprise Transformation Cycle, or ETC for short, is a transformation model that has emerged from practical application. Is that a shortcoming?

Thomas Czekala: The ETC is the result of the integration theoretical management tools and the evaluation of experiences from structured practical projects. I have been involved in the discussion and further development of the ETC with Wolfgang Hellriegel since 2001 and have therefore been familiar with the various ETC releases since then. Wolfgang Hellriegel has kept a very close eye on the business management methods discussed in the literature and academia and has structured these increasingly better for practical application in transformation projects. The ETC is thus the sensible combination of theory and practice: we have always coupled practical application experience with the methods discussed in the literature.

KH: In your contribution to the anthology "The Enterprise Transformation Cycle", you provide a theoretical foundation for the ETC. What do you hope to gain from this theoretical basis in terms of the applicability and effectiveness of the ETC?

TC: Like many other business management methods, the ETC is not necessarily the method of first choice for all issues. With my theoretical approaches, I have tried to enable a classification of the ETC in the overall context of organizational transformation situations. Like drugs in medicine, which are effective for some forms of therapy and even harmful in other situations, the ETC is more effective for certain situations and more of a value destroyer in others. It is still unclear where the strengths and weaknesses lie. With my comments, I have tried to create an initial basis for discussion.

KH: In your article, you develop a 5-phase model of transformation. How does this model relate to the ETC?

TC: The ETC is one of various business management tools that can be used as an aid by a transformer in a transformation situation. So far, I have not found a satisfactory general description of what and how such a transformation situation could be described in a general and generally structured way. With the general five phases of a transformation situation, I have tried to describe the ETC and the other instruments in a model-like general way.

"Methods are guidelines for action in the transformation process"

KH: What requirements must a transformation approach generally fulfill?

TC: I tried to describe these requirements in my book contribution. In short, it can be said that a good transformation approach must help the transformer noticeably and reliably in their work. This help can manifest itself on the one hand in the improvement of effectiveness, on the other in the improvement of efficiency or also in the improvement of the opportunity/risk situation of the transformation project. It is interesting to note that transformation approaches such as the ETC should therefore be seen more as a modern hammer for the carpenter and less as a tool for the client.

KH: Every company is different, every company has different objectives with regard to its transformation. Is there a one-size-fits-all approach?

TC: Transformation is defined as the transfer of a situation from state A to a new state B. The company's situation and the objectives pursued are model variables that are important factors but can and must be methodically processed in the transformation process. The ETC and the other methods are action guidelines that are independent of the processed situation context.

KH: Big data is currently contributing to disruptive innovations in a wide variety of areas - including in the field of AI and in the Medicine. To what extent do transformation processes also rely on valid and reliable large amounts of data?

TC: Although I am a numbers person and was socialized in big data in my first life as a controller and CFO, the need to collect and process large databases has not yet arisen in my 50 or so transformation projects to date. Organizational transformation is more a question of qualitative and structural issues. It may be that larger volumes of data often need to be analyzed in order to identify and evaluate individual issues. It has also been shown that AI-based results that are not immediately intuitively comprehensible make it much more difficult to get employees involved ("buy in") in change processes.

KH: Dear Mr. Czekala, thank you for the interesting interview and I wish you continued success with exciting projects in 2019.

"The Enterprise Transformation Cycle" - published January 2019

The Transformation Consulting International has accompaniedtransformation projects in companies both nationally and internationally. From this extensive practical experience, the volume "The Enterprise Transformation Cycle"published by the renowned Springer-Verlag, edited by Mario A. Pfannstiel and Peter F.-J. Steinhoff. In the 400-page anthology, numerous authors describe the extensive applicability of the agile and flexible "Enterprise Transformation Cycle" approach in theoretical and conceptual articles as well as in practical case studies.

Source cover picture: © fotogestoeber | Fotolia