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There is no question that we have to transform our today's companies. Our tayloristic and thus hierarchically controlled companies are not up to the demands of complex markets and complex organizational challenges.

The organisational development industry is responding to the constantly increasing demand for transformation know-how with a growing number of consultants and various transformation approaches. Once you have recognized the necessity of transformation, you are faced with the question of how best to proceed.

I myself work with OpenSpace Beta, an approach that Silke Hermann and Niels Pfläging did not publish until 2018. In the meantime, I was mainly responsible for a transformation in this way and was allowed to support a second OpenSpace Beta Transformation. My very high expectations of OpenSpace Beta were far exceeded.

On the basis of this experience, the work of Silke and Niels and my previous experience with transformations, the following ten criteria have emerged for me that constitute a successful transformation.

A transformation is always based on the existing authorization framework. In today's tayloristic, centralized organizations, only the top management has the authority to initiate a transformation. If there is no formal authorization for transformation, the risk grows incalculably high.

Set yourself a reasonable timebox. A ritual of transition to a new, unknown state triggers uncertainty among those involved. A fixed timebox in which changes happen provides security. A fixed timebox enables a final retrospective and reassessment. The timebox should be just long enough to achieve a reasonable result. A reasonable time for this is months, not years. If you have worked in an agile environment, you know how helpful timeboxing can be.

If you want to become fit for a complex market, you will consequently strive for a desired organizational design which is characterized by small, self-organized company cells or teams. The path to this goal can only be a self-organized one, self-organized by all people involved. One cannot and does not have to order self-organization. Self-organization arises spontaneously when the conditions and settings fit.

Self-organisation can always only be achieved through voluntary action. Participation in the transformation must be on a voluntary basis. If there is an obligation on the part of formally authorized managers, the dynamics and motivation for self-organization are considerably limited, if not stopped. This also stops the self-organized transformation.

If techniques, processes or designs are introduced by consultants and coaches, there is a high risk that one will fall back into old patterns after the departure of the consultants. Without active self-design, the purpose of change is not understood. The nature of man is also not respected: External determination always goes hand in hand with resistance, demotivation and diminishing commitment. Adoption of the new can only be achieved sustainably and self-organized on one's own initiative. Change management or finished plans, blueprints, all this must be avoided. Otherwise, all you get is "cargo cult".

The larger your business, the more important it is for transformation to scale. If this is not taken into account, the personnel and organizational expenses as well as the duration of the transformation will increase. This is a game for time - usually over years. Nowadays, companies can no longer afford this, especially since the necessity for transformation is usually only recognized when "the shop is on fire" and in most cases there is an urgent need for action! With higher costs, expenses and a higher duration, the risk of transformation also increases considerably.

The aspects scalability and depth effect show the necessity that a transformation must take place self-organized from within the enterprise. In order for the transformation to run in the desired direction, a set of principles is required within which decisions can be made decentrally, fully authorized, and self-organized.

The company's operations must be disturbed only minimally during the transformation and must continue to run. No company can afford to interrupt or stop operations for a transformation in order to reorganize itself.

Experience shows that transformations with pilot projects fail. This is in the nature of pilot projects. You would only start pilot projects if you were not sure how to proceed. A pilot project is therefore a touchstone. In the context of a transformation, however, pilot projects are not suitable for review. The pilot is still related to old structures and to the previous management. Under such limited conditions, even the best transformation path can only fail.

The success of a transformation depends on you, the boss, more than anyone else in the company. This includes the initial authorization, your appearance, and participation during the transformation. The transformation is self-organized, which does not mean that you will have little to do after initiation and authorization. It is crucial that you, as the previously authorized decision maker(s), show how serious you are about transformation. Your attitude and your presence are in demand. Transformations cannot be delegated!