 > Email Peter |
Peter Revell Partner, Organizational Transformation
|
‘The Power of Transformative Work Environments’
Is that part of your role, to help clarify the vision?It is—but always, of course, with our clients. We facilitate the process but ultimately they deliver on it themselves. Oftentimes we enter into situations where we have very limited knowledge of the subject matter. Our strength lies in our ability to harness the knowledge of our clients and apply that to the tasks of corporate transformation.
Have you always been interested in this work?Honestly, transformation is something I just happened to fall into. Total quality management is where I began. I was working with an organization that was looking at constructing a new building and changing the way the way the business operated within the walls of that building. I was asked to lead the program—something I’d never done before. We carried the project out and achieved great success in transforming the physical work environment as well as the way the business functioned. Totem Hill were previously a client of mine and when I later began working as an independent consultant our values meshed so well that it seemed like a natural fit for me to join the team.
Are there things you’ve learned about transformation that might surprise people?One is that changing the physical environment can often lead to deeper changes within the organization’s culture. Essentially, you can use property as a tool for change. I’ve seen this first-hand—in the example I mentioned previously, and also leading a cultural change program for a local government in the UK. In that latter case, we constructed a completely new building for a 1,500-person organization and used it as the catalyst for transformation. That project has been one of the most challenging and rewarding projects I’ve had the privilege to be part of.
How do you manage the turbulence of transformation?There are a lot of ups and downs during a transformation project, it’s true. Dealing with the extreme highs and lows can be challenging. Organizational transformations are ultimately about people, and people have feelings and emotions that you have to deal with, be respectful of. It’s important to establish strong relationships and trust among both colleagues and clients so there is a strong support system for the bad times—and a tightly knit team to celebrate the successes.
Any final thoughts for clients considering transformation? There’s no question, it’s a difficult journey. You and your entire organization have to really believe in what you’re doing or it won’t work. But done well it will be an incredibly satisfying experience.
