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In the realm of enterprise transformation, traditional wisdom indicates that change should be measured, gradual, and thoughtfully paced to prevent disruptions in operations or overwhelming employees.
However, Athalie Williams, a transformation leader with over thirty years of experience in intricate organisational change, argues that this method frequently results in failure.
“I believe that it needs to be slow, that it needs to span multiple years,” Williams states, pinpointing what she views as antiquated notions regarding transformation timelines. “I think that applies to enterprise transformation as well as cultural change, both.”
Her experience engaging in significant transformations at global institutions such as BHP and BT Group (British Telecommunications) has led her to a surprising conclusion: sometimes a quicker pace is essential for success.
The Dilemma with Gradual Change
Williams has noticed a recurring pattern in organisations that pursue gradual transformation. “Some organisations attempt to introduce change slowly, fearing disruption,” she explains. “However, I find that organisations proceeding in this measured and gradual manner frequently falter and often come to a halt.”
The problem isn’t that these organisations lack good intentions or solid strategy. Instead, they fall into what Williams refers to as the comfort trap – believing that slower change results in less disruption and greater sustainability. In truth, she contends, this approach often generates more issues than it resolves.
“If you are trying to be very systematic and measured and operate at a pace where people don’t feel overly uncomfortable, I believe often that is the rational and logical way to approach change,” Williams acknowledges. “However, where I’ve seen organisations be truly transformative is when they rip the band-aid off and implement bold, significant changes. Yes, it might be tumultuous, and you accept that for a time. But it generally stabilizes, and you astonish yourself with the progress you can achieve by working in that manner.”
Why Velocity Brings Clarity
Williams’ view on velocity isn’t about hurrying for its own sake – it’s about forming the conditions that allow transformation to flourish. When organisations move swiftly, multiple crucial dynamics come into play.
First, velocity forces clarity. When transformation timelines are condensed, organisations must become ruthlessly concentrated on what is most significant. “How do you prioritize ruthlessly?” Williams queries. “With all the good intent in the world, you can possess a long list of tasks to accomplish, but having an excessively lengthy list and spreading yourself too thin can undermine a transformation agenda.”
Second, rapid change naturally generates alignment. When everyone realizes that change is occurring quickly, it becomes simpler to align leadership and the workforce around shared priorities. The alternative, gradual change over many years, often results in mixed messages and conflicting priorities that weaken transformation efforts.
Cultural Transformation: The Speed Paradox
Nowhere is the velocity paradox more apparent than in cultural transformation. “I think particularly, people believe cultural change requires a considerable amount of time,” Williams observes. “While I also believe it is ongoing and inevitably lengthy, I think you can accomplish a great deal much more swiftly than you imagine possible when leaders are aligned and the signals are exceptionally clear.”
Her experience indicates that culture can shift significantly in months rather than years, but only under particular circumstances. “I’ve witnessed teams transform in months, not because of a grand strategy, but because someone was willing to lead differently and establish a new tone,” she shares from her extensive experience.
The key lies in creating what Williams describes as “incredibly, incredibly clear” signals from leadership. When leaders are coordinated and conveying consistent messages about new behaviors and priorities, cultural change can occur with remarkable speed.
The Risk Management Equilibrium
Williams is cautious to clarify that velocity does not equate to recklessness. “You must exercise prudence. You need to adopt a risk perspective,” she stresses. “You don’t want to implement anything so disruptive that it fundamentally undermines something crucial within the organisation.”
This strategy necessitates identifying what she calls the “few things you need to safeguard” – essential business operations, key relationships, or critical capabilities that cannot be jeopardised. Everything else, however, becomes open for bold transformation.
“I believe there are a select few elements that must be protected, while the remainder can be approached with much greater boldness in the changes you’re willing to enact and support,” Williams explains.
Practical Implications
Williams’ speed-driven methodology has practical consequences for how organisations should structure transformation efforts. Instead of devising elaborate multi-year plans with gradual introductions, she advocates for:
Condensed timelines that compel decision-making and prioritisation
Clear leadership alignment prior to embarking on any transformation effort, along with regular check-ins to confirm coherence and adjust as necessary
Bold initial actions that indicate a serious commitment to change
Acceptance of short-term disruptions in pursuit of long-term transformation
This method requires what Williams terms “courage” from leadership—the readiness to embrace discomfort and uncertainty in the name of meaningful transformation.
The Human Aspect
Significantly, Williams’ focus on speed does not diminish her commitment to people-centred transformation. “Organisations recruit exceptional individuals and then forget to carry them along on the journey,” she notes.
The speed paradox actually enhances the human aspect of change. When transformation occurs rapidly with clear signals, employees comprehend what is expected and can adjust accordingly. The alternative, prolonged uncertainty with slow changes, often leads to heightened anxiety and resistance.
“Organisations engage really intelligent individuals who care deeply about the customer and come to work each day desiring to perform well,” Williams points out. “How do you create that guiding star and the thread that everyone can follow to understand how they can contribute their part to where the organisation is heading?”
Looking Ahead
As organisations encounter increasing pressure to adapt swiftly in response to technological upheavals, market fluctuations, and competitive challenges, Williams’ viewpoint on transformation speed grows increasingly pertinent. The traditional approach of gradual, measured change may no longer suffice in swiftly evolving business landscapes.
Her experience implies that organisations prepared to accept the speed paradox – advancing faster than feels comfortable while safeguarding critical functions – may find themselves better equipped for sustainable transformation success.
“Often you need to accelerate to gain momentum,” Williams concludes – a principle that challenges conventional wisdom yet mirrors the realities of modern organisational change.
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