No fixed set of actions can define, measure, or achieve success. Thus, trying to make transformation a tick box affair is to setup an organisation for failure. This is because successful transformation is as much about the process as it is about the outcome.
Managers often fail to build autonomous teams,keeping themselves in a job to solve for problems which should have long since been put behind the organisation.
These are words we use often in an organisational context, but words that are seldom discussed; and when discussed, often done so opaquely or inaccurately.
Sit with ambiguity, but be aware of when a seemingly circular conversation is enhancing a definitional understanding and when it is just a group of individuals unable to comprehend ambiguity hoping that a drawn out conversation will nail down the problem.
I have often thought that an individual is far more than their job title or pay scale. Which means that even in a professional networking context, your portfolio of experience should also include your experiences.
In praxis, the result for Bitcoin is that the ideological claims for a decentralised, government free, anonymous currency has given way to the ‘worse-is-better’ ideology of why most people seem to be dumping cash into crypto: to get rich and live the capitalist high life.
To replace a People's Republic network with a Democratic Club network isn't necessarily an improvement because it only prefences one centralised solution over another.
The notion that the 'significant symbols,' found in the harmony between the projected and received understanding of the gesture which transports meaning between employee and manager, are not fixed, but are subject to continual recreation allowing infinite flexibility when assessing project planning.
