The Transformational CIO: Leadership and Innovation Strategies for IT Executives in a Rapidly Changing World

Moving Target

Early in the writing of this book, I noticed that almost everyone I spoke with seemed to have developed their own personal interpretation of the word “transformational.”

Some applied the word loosely to cover any change initiative that was reasonably complex. Some were quite strict in their use of the word, reserving it to describe large-scale projects affecting broad constituencies inside and outside the enterprise.

Still others used it to describe improvements or innovations that permanently altered an organization's bedrock culture.

Everyone, it seemed, agreed that the introduction of new technology by itself rarely qualifies as “transformational”—unless it results in sweeping changes across multiple areas of an organization.

I mention these disparities to highlight the dangers of trying too hard to define something that is essentially an abstract concept. Words such as “transformation” and “transformational” are moving targets. Their perceived meanings change and evolve over time. So please don't be surprised if you notice that no two individuals quoted in this book use the words “transformation” or “transformational” in exactly the same way. This is one instance in which the dictionary offers us little practical help.

As Albert Einstein observed, it all depends on your frame of reference.