Is Your Transformation Program Just a Lawn Mower?

Transformation Leadership Series - Episode #4

Think of transformation like a lawn mower. When you use a lawn mower to cut the grass, it certainly gets the job done—everything looks tidy, efficient, and improved for the moment. But the grass always grows back, and soon enough, you’ll need to bring out the mower again. That’s because the lawn mower doesn’t address the root of the issue. It’s a tool for optimization, not a tool for profound, lasting change.

In many organizations today, transformation has become just like that lawn mower—focused on quick fixes and operational improvements, rather than the deep, strategic shifts that create real change. Yes, there are times when a lawn mower is useful, but it’s not transformational. It’s a method for maintaining the status quo, not for reinventing how the grass—or the organization—grows. When you only focus on trimming the surface, you’re guaranteed to need that mower again.

So, why has transformation stopped being truly transformative?

The Diluted Transformation

The essence of transformation has been diluted. It’s become a catch-all for anything related to improvement, from tightening up processes to making operations more efficient. And while these initiatives are important, they aren’t what transformation is meant to be about. True transformation changes the very DNA of an organization. It’s about reimagining the future and creating systems, cultures, and strategies that fundamentally alter how a business competes and delivers value.

Using transformation as a way to drive performance improvements or operational efficiencies is like using that lawn mower—you’ll see short-term benefits, but the deeper issues remain untouched. The roots keep growing, and the cycle repeats.

The Big Picture—and the Focused Needle Movers

If transformation is to live up to its promise, we must start with the right big picture. Leaders need to ask themselves not just what needs fixing, but what future we’re trying to create. The big picture is essential, but it’s not about having every possible item on an improvement agenda. It’s about being crystal clear on the outcomes that truly matter.

Once we have that vision, we need to become hyper-focused on the elements that move the needle. Not everything on the agenda is a priority—only a few actions will lead to the profound shifts we seek. The problem is that many organizations confuse activity with progress, tackling everything at once without focusing on the few critical levers that create real impact.

This hyper-focus means identifying the areas where transformation will truly change the game, not just where we can make small improvements.

The Illusion of Operational Efficiency

Too many transformation programs have fallen into the illusion of operational efficiency. Instead of delivering impactful, lasting change, they focus on optimizing what’s already in place. While operational improvements are necessary, they should not be the centerpiece of a transformation program.

The danger here is that, like cutting grass, these efficiency improvements are temporary. They don’t create lasting change, and they certainly don’t lead to a competitive advantage. Worse, they can give the illusion of progress, leading leaders to believe they’re transforming the business when, in fact, they’re only maintaining it.

The Overpromise Problem

Another reason transformation programs are failing is because of overpromising and underdelivering. Leaders often set grand expectations for what transformation will achieve: new market positions, culture shifts, customer loyalty, and massive revenue boosts. But when the primary focus becomes improving existing processes and tightening up operations, the transformational goals are pushed aside.

This gap between what is promised and what is delivered erodes trust—not just in the program itself, but in the leaders behind it. Boards become wary of investing in future initiatives, skeptical that they will yield anything more than marginal gains. Meanwhile, employees become disengaged, seeing transformation as just another management trend that disrupts their day-to-day operations but leaves little lasting impact.

The Fear Factor

Transformation used to be synonymous with ambition, innovation, and risk-taking. It meant that an organization was willing to step outside its comfort zone and challenge itself to become something entirely new. But today, transformation is more often associated with fear—fear of failing, fear of disrupting the status quo, fear of not delivering fast enough.

Leaders are reluctant to fully commit to the bold changes that transformation requires. They prefer to play it safe, focusing on immediate, measurable results rather than the long-term, transformative shifts that take time to fully materialize. In doing so, they miss out on the opportunity to fundamentally reimagine their organizations.

The Way Forward: Reclaiming True Transformation

So how do we reclaim the true meaning of transformation? How do we move away from the lawn-mower approach and start driving real, systemic change?

1. Start with the Right Big Picture: Transformation begins with a clear vision of the future. It’s not about improving what’s already there; it’s about creating something new. Start with a bold vision of where you want your organization to be—not just in the next quarter, but in the next five or ten years. Then, ensure that this vision is the north star for every decision you make.
2. Focus on What Moves the Needle: Once you have the right big picture, focus on the few critical areas that will drive meaningful change. Not every problem needs to be tackled in a transformation program. Instead of spreading your efforts thin, zero in on the actions that will make the biggest impact. This is how you shift from incremental improvements to true transformation.
3. Separate Optimization from Transformation: Optimization is important, but it’s not transformation. Leaders must be able to differentiate between initiatives that streamline operations and those that fundamentally change the way the business works. Keep operational improvements in their own lane and reserve transformation programs for the bold, strategic moves that will reshape the organization.
4. Embrace Bold, Long-Term Change: Transformation is not about playing it safe. It’s about taking calculated risks, making bold decisions, and driving change that challenges the status quo. Don’t let fear dictate the scope of your transformation program. Be willing to take the uncomfortable, but necessary, steps toward true evolution.
5. Engage Employees in the Process: True transformation requires buy-in from everyone in the organization. If employees see transformation as just another management trend focused on cost-cutting, they’ll disengage. Instead, involve them in the process. Make them part of the vision and the solution. When employees are engaged and aligned with the vision, transformation becomes more than just an initiative—it becomes part of the organization’s DNA.
6. Think Long-Term, Not Quick Fixes: Real transformation takes time. It’s not about achieving quick wins or short-term gains; it’s about building a foundation for sustainable, long-term success. Leaders need to set realistic expectations for the timeline and scope of transformation and commit to the journey, not just the destination.

Making Transformation Transformative Again

True transformation isn’t about operational efficiency, cutting costs, or fixing what’s broken. It’s about creating something new—building an organization that’s resilient, innovative, and prepared for the future. It’s about moving beyond the lawn mower and addressing the roots.

To make transformation transformative again, we need to stop using it as a catch-all for improvements and start treating it as the powerful strategic tool it’s meant to be. It’s time to move beyond trimming the surface and start digging deep to create lasting, impactful change.

News & Updates

🎉🌟 Still buzzing from being nominated as a finalist for the 2024 Stevie Award for Mentor or Coach of the Year!

This is a significant milestone in my journey, and being recognized globally in such a prestigious industry is truly humbling.

🙏🙏A heartfelt thank you to everyone who has been part of this incredible journey: my amazing peers, mentors, clients, confidants, and most importantly, my family and my husband, Hany, for your unwavering support and belief in me. 💖

Unfortunately can't make the New York trip but that doesn't mean that I won't celebrate this achievement with all of you!

Also... People of Transformation is working on something exciting & big, stay tuned!

Till next week

Jess Tayel

Founder of the People of Transformation membership & community.

Elevate Change & Transformation high-performing leaders to soar above the sea of sameness and achieve new heights in mastery, influence, & impact without the drag of going solo or slow progression.