Continuous Transformation

Summary. Traditionally, transformation efforts are organized as programs with a defined beginning and end. Rooted in a change model popularized by German American psychologist Kurt Lewin in the 1950s, this approach involves three stages: “unfreeze, change, and refreeze.” Although it is effective for discrete projects like implementing a new payroll system, this model falls short in today’s dynamic business environment. The continuous evolution of the external landscape demands ongoing business transformation, with no room for pausing, refreezing, and stepping away.  This article describes the three key strategies needed to support continuous transformation: adopt an agile mindset, use aspirations to continuously challenge and stretch the organization, and build transformation into the company’s operating rhythm

In today’s fast-paced world, business transformation can no longer be treated as a one-time project. Continuous change necessitates ongoing transformation. The traditional approach of “unfreeze, change, refreeze” must give way to a new mindset: “rethink, reshape, repeat.” It’s through this continuous process of transformation that companies can truly realize their full potential.