To better examine the driving forces of transformation, we are looking at the “Jobs to Be Done” framework that we use internally to help with strategic planning. The 4 aspects of the framework are:
• Push: The problems that exist in the current state that drive the desire for charge.
• Pull: The benefits that a company would get from making the change and transforming to the new state
• Inertia: These are the costs and habits that are holding back from making the change
• Anxiety: There are the concerns people and groups have about moving the known to the unknown transformational state.
As mentioned previously, companies are always trying to move forward because in many cases the stagnant organizations will be surpassed. This competition forces companies to adapt and continue to transform. The second factor that pushes organizations towards transformation is organizational anxiety. People are always changing, learning to do new things, and improving old things. This applies to advisor marketing transformation. There may have been a way to do things in the past, advisors are more knowledgeable and become less content with the current state for advisor marketing that they demand better. The final factor that pushes for transformation is technology impediments. Legacy systems may have been a solution when first implemented but as marketing best practices evolve, so should the advisor marketing platform. If the platform does not evolve, SEO rankings will drop, brand perception will decrease, user experience will be outdated, etc.
There are also factors that pull organizations toward the transformational state. These are not obligations (at the moment) but instead factors that would provide value and meaning to users. The first is Client Experience. There has been a lot of disruptions we see across many industries. These disruptions change the way organizations and clients interact, resulting in clients wanting exceptional experiences regardless of industry or organization. The second factor is competitive advantage. The transformation would be perceived as an extra to differentiate from other organizations; allowing for more sales or different pricing/positioning models. The last factor is long-term vision. The leadership of the organizations may see external factors and predict future changes and are deciding to be proactive instead of reactive by implementing a transformational program.