Article

Acceleration Everywhere—But Let’s Be Careful

We’re all experiencing the rapid acceleration of technology, especially with the tools we use every day—smartphones, tablets, and computers powered by artificial intelligence. This speed amplifies what I call the “App Bias”—a cognitive shortcut inspired by our frequent use of apps, which creates the unrealistic expectation that everything should happen instantly.

This “App Bias” has a real impact on organizations. These complex, living systems, built on human and operational dynamics, are often overlooked in favour of the latest and flashiest technologies, tools, and processes.

Of course, organizations need to perform—whether it’s productivity, profitability, or quality of service. Achieving these goals demands agility and quick adjustments, especially as markets become more volatile. The recent economic shifts between Canada and the United States are a striking example.

Digital Transformation: A Cultural Shift, Not Just a Technology Shift

To adapt to these demands for speed and flexibility, many organizations have embraced Agile approaches as a promising solution for rapid results.

But adopting Agile—or any approach involving organizational transformation—goes far beyond simply rolling out new tools or processes. True transformation means a deep shift in mindsets, behaviours, and ultimately, organizational culture.

This type of transformation cannot be rushed. Experience shows it can take three to five years for an organization to truly integrate these changes. While this timeline might seem long to some leaders, it’s important to recognize that cultural change doesn’t happen overnight.

Fortunately, positive results and significant improvements can be seen along the way. Think of these transformations as a gradual training process: at first, progress may be hard to spot, but with consistency and perseverance, the benefits become tangible and lasting.

Integrating Change: Balancing Patience and Consistency

While new tools and processes can be adopted fairly quickly, embedding new behaviours, attitudes, and mindsets is a much greater challenge and takes time that can’t be compressed.

This need for time is increasingly hard to accept—largely because of our “App Bias.” We’re used to getting what we want in a few clicks, thanks to services like Amazon, which have set new standards for speed. As a result, we often underestimate the time required for meaningful, lasting change.

A Buddhist analogy sums this up well: for a plant to grow, it’s better to water it a little each day than to dump a large amount sporadically. In an organizational context, change needs regular and steady nurturing. Trying to rush the process—“pulling on the stem”—only risks harming both the plant and the change effort.

Technology can help facilitate logistics, but it can’t replace the time and effort required to shift behaviours and mindsets.

Optimizing Without Rushing: Simplifying the Complexity of Change

Given the reality that time can’t be compressed, it’s essential to simplify the complexity of change management. This helps organizations better anticipate, support, and ultimately amplify the benefits of organizational transitions.

There are many change management models out there; some have become benchmarks in the field. At our organization, we’ve developed our own, based on hands-on experience and feedback from hundreds of organizations.

Here’s a concise overview of our approach: the Triple-A Model.

1. Anticipate

• Carry out a thorough diagnosis of the ecosystem and existing dynamics.
• Clearly identify the project’s purpose, its impacts, stakeholders, as well as any risks or blind spots that could jeopardize success.
• Put in place a change management governance structure that aligns with your organization’s values and culture.

2. Accompany (Support)

• Build a clear support strategy, including a communication and training plan.
• Engage and mobilize stakeholders so they can understand and fully buy into the change.

3. Amplify

• Foster ongoing adoption of changes through continuous improvement and by empowering teams.
• Develop the skills needed to sustainably integrate new ways of working and thinking.

The Importance of Anticipation

The anticipation phase is particularly critical. Many projects fail, not due to a lack of support, but because they weren’t properly prepared from the outset.

A poorly anticipated project can lead to cost overruns and create lasting resistance among staff, leaving deep marks on the organization. These resistances can slow down or even block similar future initiatives.

Large organizations—public and private alike—now recognize that effective change management is a critical success factor for any major project.

Conclusion: Slow Down to Achieve Sustainable Acceleration

The ever-present acceleration of technology shapes our expectations and our sense of time. But we need to be cautious about this urge to speed up everything, especially complex transformations.

When it comes to digital transformation, change management is about much more than just introducing new technology. It’s about people: their behaviours, values, and the organizational culture. These elements require time—time that can be optimized, but not eliminated—to ensure new habits and attitudes are fully absorbed and deliver the desired results.

By anticipating, supporting, and amplifying change, organizations can achieve successful transformations while building a solid foundation for long-term business success.