Today, companies are buzzing with talk of transformation. Transformation is pervasive — some even say “operational.” KPMG’s 2017 Global CEO Outlook says that today, “Rather than seeing transformation as a discrete program, with an abrupt transition … many businesses will have accepted it as part of ‘business as usual.’”

Transformation, however, is different in every organization. Whether tagged as agile, digital or organizational, it varies in size and scope. Some organizations are rolling out or scaling agile, others are automating business processes and still others have defined large-scale organizational or digital transformation initiatives. Often these efforts occur simultaneously — intertwined moving parts designed to drive a company’s reinvention to meet modern demands.

Regardless of the differences, all transformation efforts have something in common: They are about moving the organization from a Point A to a better Point B in a dramatic way. Transformation implies big change designed to drive growth and profitability. It affects most departments, business processes and technology platforms in the company, and it almost always impacts customers.

Bridging The Transformation Chasm

Transformation is daunting, particularly because business must continue as usual. Your organization is standing on one side of a transformation chasm and it wants to get to the other side. It needs a strong bridge to provide direction and support. This starts with a stable, durable footing.

As I’ve worked with companies in many stages of transformation, having faced both successes and failures, I’ve identified three components that create that foundation.

1. A Compelling Future-State Vision

Transformations scare people. Some customers will wonder why things have to change — they like the old way of doing business. Others may be excited by the vision but will get frustrated during transitions, especially if they are bumpy. Employees will worry about losing their jobs. Even company leaders may resist. Those affected by the change must understand why it’s important. This is conveyed through a well-crafted, compelling vision that answers these questions: “Why are you making this change? How will it benefit our employees? Our customers? Our partners?”