Before changing, you must understand
Every new leader arrives with ideas. And it is only natural that they do: often, they are brought in precisely to bring a fresh perspective, unblock decisions, and move the company forward. Arriving at an organization with new ideas and a drive to transform can be very positive. However, sustainable changes require something beforehand: understanding the context, the decisions made in the past, and what already works. When this step is skipped, the risks increase. Well-intentioned initiatives may face pushback that could have been anticipated, disrupt processes that were functioning well, and drain energy and credibility without achieving the expected results.
Company experience is also an asset
Every organization carries a history. The choices made over the years, the lessons learned from successes and mistakes, and the institutional knowledge accumulated by teams are part of the company's equity, even if they do not appear on the balance sheet. Ignoring this experience means wasting a valuable asset. Often, a decision that seems odd to a newcomer has underlying reasons that only reveal themselves over time and through active listening. Likewise, what already works well deserves to be preserved and strengthened, not replaced simply for being old. Respecting the company's track record does not mean giving up on transformation. It means building change upon a solid foundation.
What to understand before proposing changes
Before charting new courses, it is worth dedicating time to five fundamental questions:
- Context: what stage is the company currently in, and what pressures is it facing?
- History: what decisions were made in the past, and why?
- What works: which processes, practices, and people sustain current strong results?
- Culture: how are decisions made, how do people interact, and what is valued within the organization?
- Real challenges: what are the actual root problems to be solved, and what are merely symptoms?
The answers are not always found in reports. Many emerge from conversations with teams, day-to-day observation, and dialogue with those who have been building the company for years.
The perspective of Telos interim executives
At Telos Transition, this approach is embedded in how our interim executives operate. Before proposing new paths, it is essential to understand the organization's reality, its challenges, and its culture. The interim executive arrives with seasoned experience and a clear mandate, yet recognizes the importance of dedicating the first few weeks to listening and diagnosis. Talking to teams, analyzing metrics, understanding prior decisions, and aligning expectations with the stakeholders who commissioned the assignment are essential steps to make changes more consistent and foster buy-in. This work relies on Telos' dual perspective: the executive on the ground and a partner who closely oversees the entire assignment, helping to balance the urgency for results with the need to understand the landscape before taking action.
Transforming based on what already exists
The most sustainable transformations are those built on a deep understanding of the organization. Listening before proposing does not delay transformation. On the contrary: it leads to more decisive, accurate choices, facilitates change implementation, and strengthens long-term results.