Transformation has become a big business buzzword. Technological developments create a need for digital  Climate change creates a need for green transformation. Shocks, such as Covid-19 or the war in Ukraine, create a need for crisis transformation.

Business transformations vary in terms of content, pace, and place of initiation — and it’s rare that companies are only undergoing one at a time. Doing business today means navigating a complex landscape of interconnected and interdependent issues, each having multiple stakeholders and agendas. Hence, organizations need to understand the various types of transformations, and know how to manage each.

Based on our work on business transformations, we’ve developed a typology that helps clarify four types of business transformation based on two dimensions: 1) Is the transformation driven by internal organizational needs or external forces?   What is the pace of the transformation?

Slow-Motion Transformation

This is when organizational leaders introduce a new vision with a long timeline for implementation. Cultural changes and corporate turnarounds are typical slow-motion transformations.

A recent example of a high-profile, slow-motion transformation can be seen in the digital transformation efforts taking place at Maersk Line, the Danish container-shipping firm. These ongoing efforts to provide more visibility and transparency in customer supply chains require technical, organizational, and cultural change. And despite the significant investment, which started in 2016, there is still an ongoing dialogue about the company’s strategic positioning and corporate identity: While digitization enthusiasts proclaim that Maersk Line is now increasingly a tech company, other high-ranking executives argue that it’s first and foremost a container-shipping company.

The managerial challenge with slow-motion transformations is to keep focused on the direction and target of the change. This requires a long-term view and patience, as well as a spirit of continuous learning and improvement throughout the transformation process.

Business transformations vary in terms of content, pace, and place of initiation — and it’s rare that companies are only undergoing one at a time. Doing business today means navigating a complex landscape of interconnected and interdependent issues, each having multiple stakeholders and agendas. Hence, organizations need to understand the various types of transformations, and know how to manage each.

Based on our work on business transformations, we’ve developed a typology that helps clarify four types of business transformation based on two dimensions: 1) Is the transformation driven by internal organizational needs or external forces? What is the pace of the transformation?

Slow-Motion Transformation

This is when organizational leaders introduce a new vision with a long timeline for implementation. Cultural changes and corporate turnarounds are typical slow-motion transformations.

A recent example of a high-profile, slow-motion transformation can be seen in the digital transformation efforts taking place at Maersk Line, the Danish container-shipping firm. These ongoing efforts to provide more visibility and transparency in customer supply chains require technical, organizational, and cultural change. And despite the significant investment, which started in 2016, there is still an ongoing dialogue about the company’s strategic positioning and corporate identity: While digitization enthusiasts proclaim that Maersk Line is now increasingly a tech company, other high-ranking executives argue that it’s first and foremost a container-shipping company.

The managerial challenge with slow-motion transformations is to keep focused on the direction and target of the change. This requires a long-term view and patience, as well as a spirit of continuous learning and improvement throughout the transformation process.

Business transformations vary in terms of content, pace, and place of initiation — and it’s rare that companies are only undergoing one at a time. Doing business today means navigating a complex landscape of interconnected and interdependent issues, each having multiple stakeholders and agendas. Hence, organizations need to understand the various types of transformations, and know how to manage each.

Based on our work on business transformations, we’ve developed a typology that helps clarify four types of business transformation based on two dimensions: 1) Is the transformation driven by internal organizational needs or external forces? What is the pace of the transformation?

Slow-Motion Transformation

This is when organizational leaders introduce a new vision with a long timeline for implementation. Cultural changes and corporate turnarounds are typical slow-motion transformations.

A recent example of a high-profile, slow-motion transformation can be seen in the digital transformation efforts taking place at Maersk Line, the Danish container-shipping firm. These ongoing efforts to provide more visibility and transparency in customer supply chains require technical, organizational, and cultural change. And despite the significant investment, which started in 2016, there is still an ongoing dialogue about the company’s strategic positioning and corporate identity: While digitization enthusiasts proclaim that Maersk Line is now increasingly a tech company, other high-ranking executives argue that it’s first and foremost a container-shipping company.

The managerial challenge with slow-motion transformations is to keep focused on the direction and target of the change. This requires a long-term view and patience, as well as a spirit of continuous learning and improvement throughout the transformation process.